Ten principles of modern enterprise management

In the process of our modern enterprise management, what interesting laws can be applied? Here are the ten principles of modern enterprise management that I brought to you, hoping to help you!

First of all, the fish tank rule

The tropical goldfish in the fish tank is three inches long, and no matter how long it is kept, it won't grow up. However, if you put this goldfish in the pool, the original three-inch goldfish can grow to a foot in two months. Therefore, it is called the fish tank rule.

Fish tank rule story

Walking into the new york headquarters of an American super-large company, the first thing I saw was a beautiful fish tank in front of the office. A dozen tropical hybrid fish are playing happily in the fish tank. They are about three inches long, with red backs, extremely big heads and beautiful faces. Almost everyone who comes in and out will stop because of these beautiful fish.

Small fish with big head and red back have been growing vividly in the fish tank. They had a good time, sometimes playing and sometimes taking a nap, which attracted people's appreciation. Two years later, it seems that the head of the small fish has not changed, and it is still three inches long, swimming around in a small fish tank with ease.

On this day, the naughty boy of the chairman came to see his father. Seeing these strange-looking small fish, he was curious, so he was excited to try to catch one. In a panic, the fish tank was pushed off the table and fell all over the floor. The water in the fish tank is everywhere, and a dozen tropical fish are lying on the ground pitifully.

People picked them up quickly, but the fish tank was broken. Where should they be put? People looked around and found that only the fountain in the yard could be used as their temporary shelter, so people put the dozen fish in. Two months later, a new fish tank was brought back. People rushed to the fountain to catch those beautiful little fish. More than a dozen fish have been caught, but to their great surprise, all the fish have grown from three inches to one foot in just two months!

Enlightenment of fish tank law

The application of the "fish tank" rule in management requires leaders to increase the transparency of all work. With the transparency of all work, the behavior of leaders will be supervised by all subordinates, which will effectively prevent leaders from abusing their power, thus strengthening the self-restraint mechanism of leaders.

Second, the hedgehog rule

The so-called "Hedgehog Rule" means that biologists have done an experiment in order to study the living habits of hedgehogs in cold winter: put more than a dozen hedgehogs in outdoor open spaces. These hedgehogs are shivering with cold. In order to keep warm, they have to stay close together, and after they get close, they will soon be separated because they can't stand each other's long thorns. But it was too cold, so they stayed together to keep warm. However, the stabbing pain when they were together forced them to separate again. If you get too close, you will be stung; It's too far and too cold. In this way, I repeatedly on-off and on-off, gathering and off-off, constantly struggling between cold and being stabbed. Finally, the hedgehogs finally found a moderate distance, which can warm each other without being stabbed by each other.

Hedgehog rule emphasizes "psychological distance effect" in interpersonal communication. Applied to management practice, it means that leaders should keep close relationship with subordinates if they want to do a good job, but this is a close relationship and an appropriate cooperative relationship. Keeping a psychological distance from subordinates can avoid their preparedness and nervousness, reduce their compliments, flattery, gifts and bribery, and prevent them from being brothers and eating and drinking. Doing so can not only gain the respect of subordinates, but also ensure that principles are not lost in the work. An excellent leader and manager should be "secretive, secretive and secretive", which is the way to success.

Application of Hedgehog Rule

French President Charles de Gaulle is a man who can make good use of the hedgehog rule. He has a motto: "Keep a certain distance"! This also profoundly affected his relationship with consultants, think tanks and staff officers. During his more than ten years as president, no one in his secretariat, general office, personal staff and other consultants and think tanks has worked for more than two years. He always said to the new chief of staff, "I'll use you for two years, just as people can't take the work of the General Staff as a career, so you can't take the chief of staff as a career." This is the rule of Charles de Gaulle. There are two reasons for this rule: first, in his view, transfer is normal, while fixation is abnormal. This is influenced by the military practice, because the army is mobile and there is no army that is permanently fixed in one place. Second, he doesn't want "these people" to become "people he can't live without". This shows that Charles de Gaulle is a leader who mainly depends on his own thinking and decides his life. He doesn't allow people who can never leave him. Only by mobilizing can we keep a certain distance. Only by keeping a certain distance can we ensure that the thinking and decision-making of consultants and staff are fresh and full of vitality, and we can also stop the elderly consultants and staff from engaging in malpractices in the name of the president and the government.

De Gaulle's practice is thought-provoking and admirable. Without a sense of distance, leaders rely too much on secretaries or a few people in decision-making, and it is easy for think tanks to engage in politics, and then let these people seek their own personal interests under the guise of leadership, and finally drag leading cadres into the water, with very dangerous consequences. It is best to keep a certain distance between them.

Si Tong, former president of American General Electric Company, paid great attention to practicing hedgehog theory in his work, especially in treating middle and senior managers. On the issues of workplace and treatment, Si Tong has never been stingy with the care of managers, but after work, he never invites managers to his home and never accepts their invitations. It is this kind of management that keeps a moderate distance that makes GM's various businesses flourish. Keeping a certain distance from employees will neither make you superior nor confuse you with employees. This is the best state of management. Distance is maintained by a certain principle, which treats everyone equally: it can restrain both the leader and the employees. If you master this principle, you will master the secret of successful management.

In From Excellence to Excellence, author Collins reinterprets the hedgehog theory. No matter how the fox tries to kill the hedgehog, the hedgehog just needs to shrink up, and the fox can't do anything. This shows that enterprises can easily cope with any changes in the market and competitors and achieve rapid growth as long as they find a simple and effective development model.

Third, the dolphin rule.

Scientists' evaluation of dolphins is full of wisdom and affinity. They are natural excellent motivators, excellent social workers and communicators, which are the most needed qualities in the new management mode of enterprises. In modern enterprise management, we should apply the "dolphin rule", strengthen our faith and pursue fairness. Managers should be open-minded and willing to accept criticism; It is necessary to emphasize team spirit and give subordinates more power and responsibility.

Fourth, the drawer rule

In modern enterprise management, it is also called "job analysis". At present, some economically developed countries in the world attach great importance to it and have established job classification systems to varying degrees. "Drawer rule" is a popular management term. It describes that there is a clear working rule in the drawer of every manager's desk. In management, there can be no work without power, no responsibility without power, and no power without responsibility. Obligations, responsibilities, powers and interests must be combined with each other.

Five, catfish rule

Norwegians like sardines, especially live fish. After catching sardines at sea, if they can be transported to Hong Kong alive, the selling price will be several times higher than that of dead fish. However, because sardines are lazy by nature, do not like sports and have a long way to return, the caught sardines often die as soon as they return to the dock, even if some are alive, they are dying. There is only one fisherman. His sardines always live vigorously, so he earns more money than others. The fisherman kept the secret of success until his death, when people opened his fish tank and found that it was just an extra catfish. It turns out that catfish live on fish. After being put into the fish tank, they will swim around because of unfamiliar environment. When sardines find this alien molecule, they will become nervous and swim faster. In this way, the sardines will return to the port alive. This is the so-called "catfish effect". Using this effect, individuals can play a competitive role in the group through "midway intervention", which is in line with the operation mechanism of talent management.

At present, the open recruitment and competition for posts implemented by some government agencies and units are good examples. This method can make people feel a sense of crisis and work better. Similarly, most failed companies have some signs of problems in advance, but even if a few managers are slightly aware of these phenomena, they will not pay too much attention. For example, the corporate atmosphere is dull, lacking pressure, the management is comfortable and comfortable, and the employees are full of inertia, which does not give some people with real ability and potential the opportunity to give full play to their talents. They either leave the company or are needlessly wasted, and the enterprise slowly loses its vitality.

Performance of catfish effect

"Catfish effect" is one of the effective measures for enterprise leaders to stimulate employees' vitality. It is embodied in two aspects: first, enterprises should constantly replenish fresh blood, introduce those young fresh troops who are full of vigor and quick thinking into the workforce and even the management, and bring competitive pressure to those lazy employees and complacent bureaucrats, thus arousing sardines' sense of survival and competitiveness.

Second, we should constantly introduce new technologies, new processes, new equipment and new management concepts, so that enterprises can fight the storm in the market tide and enhance their viability and adaptability.

Six, the rule of barrel

Kannikin's law, also known as barrel effect, is the short board management theory of barrel. The so-called "barrel theory" is also the "barrel law". Its core content is that the amount of water in a barrel does not depend on the tallest piece of wood on the barrel wall, but on the shortest piece on the barrel wall. According to this content, there are two inferences: first, the bucket can only be filled with water if all the boards on the bucket wall are high enough. Secondly, as long as one piece in this bucket is not high enough, the water in the bucket will not be full.

At first glance, you will feel suspicious: why is the longest not as good as the shortest? Then there will be understanding and approval: indeed! It is not the longest board that plays a decisive role in the water capacity of a barrel, but the shortest board. Because in the horizontal state, no matter how long the long board is, the water interface is flush with the shortest board. "It is not the longest board that determines the barrel capacity, but the shortest board!" This seems to be incompatible with conventional thinking, but it has been proved to be a correct assertion.

The "barrel theory" can inspire us to think about many problems, such as the importance of building team spirit in enterprises. In a team, it is not the person with the strongest ability and the best performance that determines the strength of the team's combat effectiveness, but the laggard with the weakest ability and the worst performance. Because the shortest board plays a role in restricting and restricting the longest board, it determines the combat effectiveness of this team and affects its comprehensive strength. In other words, we must try our best to make the short board reach the height of the long board or keep all the boards "high enough" in order to give full play to the role of the team and fully embody the team spirit.

Seven, the horse fly rule

The horse fly effect comes from an interesting experience of former US President Lincoln. 1860 A few weeks after the election, a big banker named Barnes saw Senator salmon chase coming out of Lincoln's office and said to Lincoln, "Don't put this man in your cabinet." Lincoln asked, "Why do you say that?" Barnes replied, "Because he thinks he is much greater than you." "Oh," Lincoln said, "do you know anyone who thinks he is greater than me? . "I don't know." Barnes said, "but why do you ask?" Lincoln replied, "because I want to put them all in my cupboard."

Facts have proved that the banker's words are well-founded, and Chase is really a crazy guy. However, Chase is indeed a great genius. Lincoln attached great importance to him, appointed him as Treasury Secretary, and tried his best to reduce friction with him. Chase is crazy about the highest leadership, and he is extremely jealous. He wanted to enter the White House, but Lincoln pushed him out. He had to settle for second best and want to be secretary of state. Lincoln appointed Seward, so he had to sit in the third place, so he was bitter and angry.

Later, when Henry Raymont, editor-in-chief of The New York Times, who witnessed the various shapes of Zeiss and collected a lot of information, visited Lincoln, he specifically told him that Zeiss was jumping up and down and enthusiastically seeking the presidency. Lincoln said with his unique humor, "Raymond, didn't you grow up in the countryside?" Then you must know what a horsefly is. Once, my brother and I cultivated land on a farm in my hometown of Kentucky. I rode a horse, and he helped plow the fields. The horse was lazy, but for a time it ran so fast in the field that even my long legs could not keep up. When I got to the farm, I found a Malaysian fly biting it, so I knocked it down. My brother asked me why I had to abort. I replied that I couldn't bear to let the horse be bitten like that. My brother said,' Oh, this guy made the horse run!' "Then, Lincoln said meaningfully:" If a horse fly named' Presidential Desire' is biting Mr. Chase now, as long as it can keep Chase's department running, I don't want to knock it down. "

Eight, the law of closure

"Closed" is a Greek word that combines "whole" and "individual", which means that management must emphasize the cooperation between the individual and the whole and create a high degree of harmony between the whole and the individual. Its specific characteristics are:

1, self-organizing. Let subordinates make their own decisions and manage themselves.

2. Complement each other. Everyone's different life experience and knowledge level will lead to different viewpoints and practices, so it is necessary to promote different practices to learn from each other's strengths.

3. Individual dispersion and overall coordination. Units, groups and individuals in an organization are individuals on the whole, and form an overall image through coordination.

4. rhythm. Promote a harmonious and energetic atmosphere between the whole organization and individuals, and stimulate people's internal drive and pride.

Nine, the law of the south wind

The rule of "south wind" comes from a fable written by French writer La Fontaine: The north wind and the south wind are more powerful than who can take off the coat of pedestrians. The north wind came first with a cold wind, which was biting cold. As a result, pedestrians wrapped up their coats. The south wind blows slowly, and the sun shines suddenly. Pedestrians feel the spring, so they unbutton their buttons and take off their coats. Nanfeng won.

The law of "south wind" is also called the law of "warmth", which comes from the French writer La? Feng Dan wrote this fable. It tells us that warmth is better than cold. Applied to management practice, Nanfeng Law requires managers to respect and care for subordinates, always take subordinates as the center, pay more attention to "human touch", pay more attention to solving practical difficulties in daily life, and let subordinates really feel the warmth given by managers. In this way, out of gratitude, subordinates will work harder and actively for the enterprise and safeguard the interests of the enterprise.

Law of hot furnace

Hot stove rule: also known as punishment rule, everyone is equal before rules and regulations. It regards punishment as a basic management method: an organization must have a code of conduct that everyone abides by, and when the bottom line of an organization's code of conduct is broken, it must be given appropriate punishment.

Analysis of Modern Enterprise Management Innovation

Science and technology are the primary productive forces and the main driving force of economic development. In developed countries, the contribution rate of science and technology to economic development is as high as 85%. Science and technology is the core competitiveness of enterprises, and science and technology is the infinite wisdom of enterprise management. This explains why the innovation activities proposed by the central government must be guided by science and technology. The strategic innovation of enterprises aims at seeking long-term development. It is a long-term development goal and strategy for enterprises to maintain healthy development. The enterprise's strategy has the characteristics of integrity, long-term and planning. How to formulate and implement strategic planning according to its own resources and grasp the future market development trend is the embodiment of the core competitiveness of enterprises. In order to promote the long-term development of enterprises, we should take cultivating the core competitiveness of enterprises as a foothold, catch the market development trend in time and enhance the core competitiveness of enterprises. From the current situation of enterprise development, the core competitiveness of enterprises is to provide scientific direction for enterprise management through strategic innovation and realize forward-looking and holistic innovation of enterprises. Therefore, in the daily management process, enterprises should focus on the strategic objectives of enterprises and provide a good foundation for technology research and development marketing of enterprises.

Second, pay attention to concept innovation, and realize the enterprise development concept to keep pace with the times.

The way of thinking determines the way out, the head determines the pocket, and the way of thinking determines the way of management. People's actions are guided by thoughts, and advanced scientific concepts can guide enterprises to achieve sustainable development. Modern enterprises must establish the consciousness of market orientation, core competitiveness, honesty, innovation, development, science and technology, culture, talents, scientific decision-making, democratic management, lifelong learning, marketing, brand, crisis, transformation and development, and strategic positioning. Concept is people's value orientation and view of things, and it is the guide and orientation of people's actions. The change of ideas is the source and foundation of all changes. Management is an important means for the survival and development of enterprises. Without successful and efficient management, enterprises can only be submerged in the surging tide of competition. The effectiveness of management is the decisive factor for the success or failure of an enterprise. To manage an enterprise well, we must first improve the quality of managers, that is, entrepreneurs. In a sense, an enterprise is an entrepreneur's enterprise. Without entrepreneurs, enterprises have no life. Without Kōnosuke Matsushita, there would be no Panasonic. Without Zhang Ruimin, there would be no Haier Group; Without Liu Chuanzhi, there would be no Lenovo Group. Entrepreneur's business philosophy, entrepreneur's quality and entrepreneur's innovative spirit are important factors that determine the vitality of an enterprise.

Third, change the "material-oriented" management mode and adhere to the "people-oriented" management thought.

Man is the most active factor in productivity. Modern enterprise management should adhere to "people-oriented" and take mobilizing people's enthusiasm and creativity as the foundation, that is, "people-oriented". Human capital in economics is the general name of human knowledge, skills and physical strength. There are three kinds of human capital: one is general human capital, that is, ordinary workers. The second is professional human capital, which refers to professionals. Thirdly, innovative human capital refers to high-end talents with innovative ability. The knowledge and innovation ability of high-end talents have become the most important conditions for the survival and development of enterprises. The connotation of enterprise management is various, but the central link is to implement the idea of "people-oriented" in all aspects of management. From the recruitment, training, use, assessment, design of salary system, establishment of incentive system and management of career, everything should be based on maximizing the enthusiasm and creativity of all kinds of human capital. The salary distribution and reward of enterprises should focus on performance and contribution, and pay attention to talents with outstanding skills.

Fourth, change the traditional organizational form, implement organizational innovation, and provide organizational guarantee for the sustainable development of enterprises.

Change the rigid structure of traditional organizations and enhance the flexibility of enterprise organizations. The rigid structure of enterprise organization is the product of planned economy. Entering the market economy, due to the needs of competition, we must enhance the flexibility of enterprise organizations, that is, enhance the mobility, flexibility and adaptability to market competition. In order to realize this transformation, we must do a good job in the transformation and upgrading of enterprise organizations, and change the extension expansion of enterprise reproduction mode into the connotation expansion of reproduction mode; Transforming traditional industries into new production and high-tech industries; Change traditional service industry into modern service industry. Change the traditional vertical multi-layer management structure of Jinyuta and establish a flat close-range management structure to improve management efficiency. The management structure of Jinta, slow information transmission and feedback, overlapping departmental functions, leading to low efficiency; The invention eliminates overlapping juggling sections of mechanisms, realizes short-distance information transmission and direct work command, and effectively improves work efficiency. Group headquarters, branches and subsidiaries establish network platforms and virtual organizational structures, realize information sharing, better brainstorm ideas, make full use of the intelligence of all employees, realize management innovation and enhance the core competitiveness of enterprises.

Five, pay attention to institutional innovation, so that enterprises become institutionalized modern enterprises.

Modern enterprises are institutionalized organizations. Corporate culture is first and foremost institutional culture. The essence of the system is the standardization and legalization of employee behavior. The system aims to protect the interests of enterprises and is a necessary guarantee for the implementation of enterprise processes. Without the system as the foundation, even the best process design is difficult to implement. It should be the basic principle of enterprise management to solve the problems encountered in operation through system construction. To develop healthily, enterprises must get out of the quagmire of system deficiency, which is an effective measure from extensive management to scientific management. Enterprise system innovation is an important means to promote enterprise management innovation. Under the new development situation, the existing system should be reformed to provide an important basis for economic management. Institutional innovation effectively restricts some improper behaviors of employees in enterprises in order to establish an efficient team.