What is the significance of humanized management?

Significance of humanized management in enterprises

(A), humanized management will form the core competitiveness of enterprises.

People are the core of an enterprise. When entering the stage of cultural management, the concept of people-oriented humanized management has been fully reflected. A team with unified thoughts, actions and goals will form the core competitiveness of enterprises. On the other hand, it also shows that talent is the most important and precious resource. Pay attention to and care for employees in daily management, let them feel the warmth and care of their families, cultivate their sense of responsibility as masters, and turn this enthusiasm into work.

Humanized management is a good way to develop human resources. By studying people, knowing people, understanding people and understanding people, we can get close to every employee, enhance their strengths and help them succeed. Institutionalization can standardize and strengthen people's good behavior, correct people's bad behavior, establish normal study and work order, create a good environment and improve efficiency and effectiveness with clear requirements and strict constraints. As the saying goes, "Fiona Fang and Fiona Fang can't be made without rules", the organic combination of humanized management and institutionalized construction can not only make enterprises form the seriousness of existing rules and regulations, but also have the warmth of human touch, as well as the publicity of personality and a relaxed and harmonious interpersonal atmosphere, and can also maximize the mobilization of positive factors, unite people's hearts, boost morale and form a powerful driving force to challenge the fierce competition in the market.

In real life, employees are highly motivated to work for money, but sometimes they are unexpectedly indifferent to economic stimulus; Sometimes I am eager to give full play to my intelligence, but sometimes I refuse to accept more challenging jobs and don't want to find new "cheese"; Everyone hopes to have a good and harmonious interpersonal relationship, but they are worried that they can't "tolerate" when they encounter contradictions. It can be seen that the basic pursuit of human nature is not sequential and single, but interacts with the development of people and the change of environment, and combines into complex and diverse motivation models, value orientations and goal orientations.

Humanized management should be embodied in that managers can interpret employees from multiple angles and levels, approach each employee from the perspective of knowing and understanding people, enhance their strengths, and assist them to succeed. In the process of employing people, we should be resourceful, decisive, know people well, be eclectic and appoint people on their merits.

The biggest psychological characteristic of employees is the pursuit of self-worth, which needs to be recognized constantly at work. They hope to have an interpersonal atmosphere full of honesty and strong self-esteem and so on. Therefore, humanized management should fully respect employees' labor, improve various communication channels, timely understand and feedback employees' work performance, so that employees can constantly feel appreciated sense of accomplishment and identity, thus generating a sense of security and belonging, and regard enterprises not only as a place to settle down, but also as a stage to realize personal values.

Humanized management is also reflected in efforts to put forward inspiring and achievable goals in time, create excitement and enhance cohesion, so as to maximize the enthusiasm of work.

(2) Humanized management will promote the perfection of enterprise mechanism.

The restriction mechanism of institutionalization is not excluded, which is determined by human social attributes. To fundamentally break the long-standing pattern of "doing without doing, doing more and doing less, doing well and doing poorly" in public enterprises, it is necessary to establish an effective operating mechanism, such as appointment system, responsibility system, assessment system, reward and punishment system, etc., to standardize and strengthen people's good behavior with clear requirements and strict constraints, correct people's bad behavior, establish normal learning and work order, create a good environment, and improve work efficiency and effectiveness.

The core concept of humanized management: people respect, understand, trust, help and cultivate people, giving people more development space and more care, thus improving the cohesion, centripetal force and sense of belonging of the enterprise, making employees share the same goals and values with the enterprise, and inspiring excellent talents to have good innovation consciousness, creativity and work experience. The working methods of humanized management: learning, communication and innovation. Learning is the foundation, communication is the means, and innovation is the goal.

If the enterprise is regarded as a rushing river, then institutionalized construction is the shore, and humanized management is the flow; Institutionalization is the form, and humanized management is God. Institutionalization makes human nature standardized, personality correctly publicized, and humanized management gradually internalizes the rigid system and becomes people's natural habits and self-discipline actions. This management concept of combining rigidity with softness and combining form with spirit can not only make the enterprise form the seriousness of existing rules and regulations, but also the warmth of human feelings, as well as the publicity of personality and relaxed and harmonious interpersonal atmosphere, and can also maximize the mobilization of positive factors, unite people's hearts, boost morale and form a powerful driving force to challenge the fierce competition in the market.

Establishment of humanized management concept in modern enterprises

(1) Paying attention to the development of human potential is the basic point of humanized management concept.

Paying attention to the development of human potential is the fundamental way to improve the quality of employees. Managers of enterprises are like architects. He is good at using different and imperfect beauties, arranging them carefully like stones according to their materials, and building strong houses, which can complement each other and combine thousands of landscape patterns. Here, the talent of managers is a valuable coagulant.

Furthermore, the manager of an enterprise is like the coach of a team. He must have: a reasonable concept, know what he already knows, and even know the development of the whole war situation; Reasonably allocate and use the resources of the organization and the target organization, so that each member can get the opportunity to perform in a suitable position; Be good at giving corresponding guidance and help to all members. The quality of employees is very important to enterprises. So now many enterprises have changed the personnel department into the personnel department, and training has also changed the past practice of being busy with employee transfer, and the training of employees at all levels has become the main work of the personnel department.

Some companies think that improving the ability of employees is the best way to treat employees. They set the goal as to make each employee's ability and strength leap to a higher level after working in this enterprise for three to five years. What employees feel here is the pressure of falling behind if they don't work hard, rather than worrying that the enterprise is teetering and about to go bankrupt. The growth of employees is the best driving force for the growth of enterprises. Enterprises teach employees in accordance with their aptitude, so that employees can find a sense of belonging and accomplishment in the enterprise, which will enhance the stability of the enterprise, thus reducing the cost of human resources and improving the efficiency and effectiveness of the use of human resources. It is better to build the camp on a solid foundation than on quicksand. Other companies are right. Recruiters require a master's degree or above, regardless of whether the position provided by the enterprise requires such a high degree. On the one hand, it wastes talents, on the other hand, it is difficult to retain talents because they are overqualified. As a result, the personnel department is on the verge of publishing job advertisements, and advertisers are still coming and going. Therefore, to truly implement humanized management, we must make great efforts to strengthen human resources development and consolidate the human resources foundation of enterprises.

(B) "Employees are also God" is the essence of humanized management concept.

In modern western enterprises, management scientists have recently put forward a quite innovative point of view that enterprises have two gods, one is customers and the other is employees. Rosenbruce Travel Company in the United States is even more unconventional and unique. It boldly put forward the slogan of "employees first, customers second" and put it into practice as the purpose of the enterprise, which made the company rank among the three major tourism companies in the world in just over ten years. Usually we think that customers are buyers of products and can help enterprises realize profits, so we only admit that customers are God. In the eyes of many enterprises, what are employees? Isn't it the employer? I pay, you work, of course, it doesn't matter However, westerners have realized the importance of employees and that their stability, creativity, quality and cohesion have a far-reaching impact on the efficiency and development of enterprises.

For enterprises, the stability of the workforce can be said to be a cornerstone of stable benefits. Frequent entry and exit, in fact, the opportunity cost is the biggest, or employees may find a company suitable for their own development, and if an enterprise does not contain the idea of attaching importance to employees, it will never have employees who really belong to it. Employees need motivation. Motivation is of course a spiritual aspect, but material motivation can often play a more direct role in real work. Enterprises sometimes overestimate the ideological realm of employees and think that employees demand too much salary and benefits, which is undoubtedly wearing old glasses to see new problems.

The survey shows that low wages are still the first reason for employees to quit. It is self-deception for a person to give up the stable lifestyle of administrative organs and come to an enterprise because he doesn't care about money. If people want to realize their own value and tap their own potential, all this must be based on the satisfaction of material needs. Moreover, the welfare benefits for employees are not donations from enterprises, but what employees deserve, or what employees pay for their own labor. Only when the positions of enterprises and employees are put right can humanized management be talked about. The minimum requirement of humanized management is to treat people as people. Only by treating employees as people can we treat employees as gods. If managers lack equality consciousness in front of ordinary employees, don't give employees care and understanding, and let employees participate in the management of enterprises, but they are dismissive of employees, such enterprises will lack cohesion and the basis for forming joint forces. Of course, the equality between managers and ordinary employees does not require them to be the same. It is important to have a sense of equality, respect employees and treat employees seriously. For example, at present, many enterprises should grasp the strategy of emphasizing management of cadres and neglecting ordinary employees. If employees deeply feel that enterprises take them seriously, people will be distracted and the organization will collapse.

The best reward for employees is to reuse them. Employees usually have various potentials, and whether these energies can be fully released depends on whether you give them opportunities or not. A visionary leader often doesn't wait until an employee has all kinds of abilities to use him, but gives him positions, responsibilities and pressures as long as he has basic qualities, so that he can temper himself in management practice, show all kinds of potentials and improve management skills. We often find the fact that talents are similar to ordinary people before making earth-shattering things, but as long as they have the right opportunities, they will make a blockbuster. Therefore, how leaders find and use talents not only affects the growth of individuals, but also affects the development of organizations. Undeniably, the negative impact of abusing employees is enormous. In the employees' view, if what should be used is useless and what should not be used is used, it is that there is something wrong with the employment mechanism. What everyone suspects is not the employees who are used, but the enterprises where they are located. For an enterprise, if employees can't feel the standardization and rationality of the management mechanism and can't see their own development prospects, then the enterprise has no development prospects. If such enterprises are not thoroughly reformed or overhauled, they will fall into a deep crisis and find it difficult to extricate themselves.

Not allowing employees to leave easily does not mean that employees are forced to use their own banner, and even reasonable mobility is not allowed. When an employee feels that the enterprise is no longer attractive to him, it is usually useless to try to stay. Enlightened enterprises should adopt a rational attitude towards employees' leaving: pay full attention when they leave, and be lenient when they resolutely leave. This can be said to be two aspects of the problem that employees are God, neither of which is complete. Nowadays, the very popular incentive management theory holds that enterprises should know why employees come and where they are going. If you can help him achieve his goal, leave him behind and help him realize his dream step by step; If you can't help him achieve his goal, let him go and dream elsewhere.

It can't be ignored that although employees can contribute silently, enterprises can't just treat employees as cows. Enterprises regard employees as God, and employees will regard enterprises as home.

Development trend of humanized management in enterprises

The development of Chinese enterprises has also experienced nearly a hundred years, especially in the twenty years after China's reform and opening up, the management mode of Chinese enterprises has also undergone great changes. Many excellent state-owned enterprises, collective enterprises and private enterprises have gradually formed their own effective and unique styles. Of course, the emergence of joint ventures and wholly foreign-owned enterprises has also brought many conceptual shocks to China enterprises. It can be said that the appearance of humanized management represents a new aspect of the development of enterprise management culture, which is quietly opening a new era of human enterprise management thought and management culture. Generally speaking, humanized management includes the following aspects:

(A), emotional management

Emotional management is to pay attention to people's inner world and manage according to the characteristics of emotional plasticity, tendency and stability. Its core is to stimulate the enthusiasm of employees and eliminate their negative emotions. Management should focus on touching people with true feelings and emotional influence, and mainly do three things well: understanding, respect and love.

1, Understanding: It means listening to the ideas of their educatees, understanding their needs, wishes and requirements, and thinking for them. As a manager, you need to understand others. At any time and under any circumstances, we should not only look at people and things subjectively from our own standpoint, but also consider and deal with problems from the basic angle of objectively knowing each other and sincerely respecting each other. Ideological and political workers should do a good job in empathy, put themselves in their own shoes, find the crux of the problem with a realistic attitude, and solve people's ideological and practical problems in a targeted manner. Facts fully show that a warm and caring word, an expression of respect and trust, can often become a great driving force for unity and friendship.

2. Respect: refers to respecting the personality of the educated and their opinions and self-esteem. Good interpersonal relationships of mutual respect and trust play a decisive role in mobilizing the enthusiasm of all parties. Respecting people means respecting people's value and dignity, that is, respecting all the rights that people should have. We should work patiently and carefully on the basis of respecting people. Be able to criticize and correct your own shortcomings in good faith; We can enthusiastically affirm and encourage their advantages and progress; Repeating it to them can inspire and induce them tirelessly. Only by respecting the personality and dignity of the educated, not discriminating against them ideologically, trusting and supporting them at work, caring and helping them in life, can the feelings of both sides be echoed, and the policies and principles can be heard, reaching the realm of "spring breeze melts rain and moistens things silently".

3. Caring: It means caring about the study and life of their educated people, caring about their future and safeguarding their legitimate rights and interests. Because people have different occupations, ages, cultures, experiences and hobbies, their views, opinions and requirements are not consistent. This requires us to care about them and understand their individuality and particularity. Love and care for the masses, sincerely give people warmth and care, send the care of organizing the party to the hearts of the masses, combine solving ideological and cognitive problems with solving practical problems in work and life, base on existing conditions, give full play to organizational advantages, and do everything possible to solve problems for the masses according to policies and systems. As long as we try our best, persevere and explain to the masses realistically, the masses will understand the problems that cannot be solved at the moment.

(B), democratic management

Democratic management means letting employees participate in decision-making. When making decisions involving subordinates, entrepreneurs will hurt their self-esteem and arouse their fierce opposition if they don't let others participate. If you can let others participate in decision-making, that is, listen to their opinions, then you will not only dampen their self-esteem, but also improve their morale. If more people consult, people's morale will be higher. If employees feel that they have not contributed to what they have done, they will feel that they are looked down upon and pushed around.

Democratic management requires entrepreneurs to brainstorm. To run an enterprise, we must concentrate the wisdom of most people and run it by all staff, otherwise we will not achieve real success. This is because no matter how good a person is, as long as he is a human being, he can't be omniscient and omnipotent like God. If he works only by personal wisdom, there will be all kinds of unexpected problems and even one-sided views, which are often the internal incentives for the failure of enterprises.

Real democratic management needs to establish relevant mechanisms between enterprises and employees. For example, letting employees hold certain shares is one of the better methods.

(3) Self-management

Self-management can be said to be the further development of democratic management. Its main idea is that employees can independently make plans, implement controls and achieve goals according to the development strategy and goals of enterprises, that is, "manage themselves". It can combine the individual will with the unified will of the enterprise, so that everyone can contribute to the enterprise with ease.

Self-management can be divided into two ways: trust management and flexible working hours. It is based on the good quality of the employees. Business executives not only lead their subordinates with their position power and formal dignity, but also allow employees to formulate and implement personal goals and plans closely related to their superiors' goals.

The fundamental point of self-management is to have a correct view of employing people. Because management is carried out by people, the responsible operators are people, employees are people, and customers and related households in all aspects are also people. Entrepreneurs should trust people, don't dismiss people at will, but practice "new humanity", that is, on the basis of recognizing people's autonomy, they should see clearly the natural mission and essence of all things, properly handle and treat them according to the laws of nature, and give full play to the enthusiasm of each employee. This is the original meaning of humanized management.

The humanized management theory of self-management tells us that enterprise management can't see things and people. Western scientific management, represented by Taylor, ignores people. Following the "interpersonal relationship" stage represented by Mayo, enterprise management has not entered the so-called modern stage with decision-making theory, system science and quantitative analysis as the core, but has paid more attention to human factors, emphasizing people-oriented, people-centered and the main body of the enterprise is people. Only by mobilizing the enthusiasm of employees, developing their intelligence and giving full play to their intelligence and creativity can labor productivity be improved. Because only people who are the spirits of all things have dynamic creativity. All material factors are dead factors, and only through human initiative can they be developed and utilized and transformed into commodities. The enterprise or the only real resource is people. People are the subject and foundation of enterprises, and people are the core of enterprise management.

(4) Lean management

The so-called management of capable people is to find a large number of capable talents and let them manage themselves well. The competitive advantage of enterprises is educated and skilled talents, who are eager to exert their potential and promote the growth of the company. Entrepreneurs should understand that people's creativity can be created through learning. Most entrepreneurs think that the creative field has nothing to do with them, but in the new society with rich information, decentralization and globalization, the importance of creative talents in the industrial and commercial circles will become increasingly obvious. Enterprise executives should encourage and protect innovative talents and people's innovative spirit. In the process of using talents, entrepreneurs should establish a talent information management system to make the training, use, storage and flow of talents scientific, truly realize the scientific and rational personnel work, and give full play to their talents. The management behavior and methods of enterprises are closely related to the characteristics of their environment. In enterprise management, there is no fixed management mode, and there is no universally applicable "best" management theory and method.

Capable person management is developed to adapt to today's enterprise environment. People-oriented is because human resources are the most precious of all resources in enterprises, and with the advent of the information society, the importance of people is more prominent, and enterprise competition is actually talent competition. In order to enhance the adaptability of enterprises, there is a trend of flexibility in organizational structure, strategic decision-making, marketing and production command. The idea of contingency permeates all aspects of enterprise management, that is, we should attach importance to human factors and cultivate employees into capable people.

Humanized management is people-centered management, which absorbs the essence of behavioral science theory, thus enhancing the flexible factors of management, attaching importance to all work related to people, emotional input, advocating entrepreneurship and democratic management, making enterprises have great centripetal force and cohesion, and giving full play to the enthusiasm, initiative and creativity of employees.

(v) Cultural management

Cultural management is the highest realm of humanized management. Through the cultivation of corporate culture and the promotion of management culture model, employees form the same values and the same code of conduct. This humanized management form is the development and continuation of behavioral science, but it is by no means a simple repetition of behavioral science. Cultural management gives full play to the fact that culture covers people's psychology, physiology, present situation and history, and fully demonstrates the people-oriented management thought. Culture is a set of ideals, values and codes of conduct shared by a certain group, which makes individual behavior accepted by the group and is the integration of standards, norms and models.

The humanized management of modern enterprises has even become a kind of flexible management, which has attracted more and more attention from experts in enterprise management culture. Flexible management of enterprises emphasizes emotional investment, shapes corporate culture, promotes democratic management, and attaches importance to personnel training and human resources development; It emphasizes the flexibility of the organization, such as the transition from centralization to decentralization, from pyramid to big forest organization, and the flexible setting of the organization. Emphasize the flexibility of strategic decision-making, such as enhancing the flexibility of strategy, implementing flexible budget, implementing rolling planning method, etc. Emphasize the flexibility of marketing, such as using various flexible marketing methods and adopting various effective marketing combinations to attract consumers, stimulate purchases and realize sales; Emphasize the flexibility of production, for example, the manufacturing industry adopts flexible production lines to organize flexible production, highlighting multi-variety and small-batch products that adapt to market changes; Emphasize the application of high-tech management, such as management information system and office automation brought by information technology, which is more sensitive and fast; Emphasize the management of visual recognition, such as applying psychological principles, adopting corporate logo design, emotional effect of color, and attaching importance to the application of management psychology.

Flexible management requires enterprises to quickly adapt to changes in the situation without increasing additional costs, and has strong adaptability. In order to realize this ability, enterprises need to have comprehensive production flexibility, including production process flexibility, product flexibility and infrastructure flexibility. The flexibility of production process and products needs new technical foundation to realize; The flexibility of infrastructure needs to be realized by establishing a support network to meet the basic needs of new technologies through advanced management concepts and means.

The generalization from humanized management to flexible management is of great significance. We know that the traditional management thought is based on economies of scale, and its purpose is to improve economic benefits by reducing the average cost and investment time as much as possible through large quantities and few varieties. Today, the market has changed, and it is necessary to pursue the business strategy of scope economy and intensive economy, and flexible management has adapted to this business strategy.

Under the social conditions of today's market economy, the scope economy strategy is becoming more and more important. Under certain conditions, a factory organizes the production of a certain number of various products, and its cost is less than or equal to the sum of the costs of multiple factories producing the same number of various products respectively. The cost of scope economy comes from allocating the fixed cost of the machine to several different products, or making full use of the production factors that can be used in the production process. This strategic idea is to produce a variety of varieties in small batches to meet market demand. Intensive economy has the characteristics of scale economy and scope economy, which can realize large-scale, multi-variety and low-cost production. Fully tap people's positive factors, reduce manpower and material resources as much as possible, achieve the goal of low energy consumption and high quality, eliminate all waste in the production process, and do not increase additional costs. The basic point of timely management is based on humanized management.

The starting point of humanized management is people-oriented, and the purpose of enterprise development is achieved by meeting people's all-round needs and promoting people's all-round development. Its core is people-oriented, it is a comprehensive, coordinated and sustainable development concept, it is the new development of our party's guiding ideology for socialist modernization, and it embodies the dialectical thinking mode and the subjective purpose of development.