1, drawer management
Drawer management, modern management is also called "job analysis". At present, large and medium-sized enterprises in some economically developed countries attach great importance to "drawer" management and job classification, and have established job classification systems to varying degrees on the basis of "drawer" management. "Drawer-style" management describes that there are clear work specifications in the drawers 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. There are five steps for enterprises to carry out "drawer-type" management: the first step is to establish a work analysis team composed of various departments of the enterprise. The second step is to correctly handle the relationship between centralization and decentralization within enterprises. The third step, around the overall goal of the enterprise, layer by layer decomposition, step by step to implement the scope of responsibilities and authority. The fourth step is to write "job description" and "job specification" and work out the requirements for each job. The fifth step must take into account the combination of assessment system and reward and punishment system.
2. Crisis management
With the increasingly fierce global economic competition, a considerable number of world-famous large enterprises have entered the stage of maintenance and decline. In order to change this situation, American enterprises pay more attention to the implementation of "crisis" production management and set off a wave of "doomsday management". American business circles believe that if an operator can't communicate well with employees and show them that the crisis does exist, then he will soon lose his credibility, thus losing efficiency and effectiveness. William Weiss, president of American technology company, saw that the whole world has become a competitive battlefield and the global telecommunications industry is playing an important role in the reform. Therefore, he used two senior managers who boldly reformed as vice-chairmen, replaced five senior managers who tended to reform gradually, and widely publicized among employees the crisis that some enterprises lost users because of ignoring product quality and rising cost. He wants all employees to know that if technology companies don't always focus on product quality, production cost and users, the end of the company is coming.
3, one minute management
At present, many western enterprises have adopted the "one-minute" management rule and achieved remarkable results. The specific content is: one minute goal, one minute praise and one minute punishment. The so-called one-minute goal is that everyone in the enterprise clearly records their main goals and responsibilities on a piece of paper. Each goal and its inspection standard should be clearly expressed in 250 words, which can be read in one minute. In this way, it is convenient for everyone to clearly understand why and how they do it, and check their work regularly accordingly. One minute of praise is human resource encouragement. Specifically, managers of enterprises often spend a short time picking out the correct parts of what employees do to praise them. This will let every employee know what he has done, work harder and develop in a perfect direction. One-minute punishment means that something should be done well, but it is not done well. First criticize the person concerned in time, point out his mistakes, and then remind him "how much you value him, what you are dissatisfied with is his work here and now." Only those who have done something wrong can be willing to accept criticism and pay attention to avoid making the same mistake again in the future. The beauty of the one-minute management rule is that it greatly shortens the management process and is immediate. One-minute goal, so that each employee can clearly define their job responsibilities and strive to achieve their work goals; A minute of praise can make every employee work harder; A one-minute punishment can make the wrongdoer willing to accept criticism and urge him to work harder in the future.
4. Format Breakthrough Management
In many management of enterprises, the purpose of innovation is ultimately achieved through the management of personnel. Therefore, all developed enterprises in the world actively implement the reform of personnel management system according to the changes of internal competition situation in order to stimulate the creativity of employees. In Japanese and Korean enterprises, the "seniority system" has always been adopted in the past, with working years as the promotion level and salary standard. This system meets the requirements of the rapid development of enterprises and provides opportunities for the employment and development of the labor force. Since the 1980s, these developed enterprises have entered a stage of low growth and relative stability, and the "annual merit system" can no longer satisfy employees' desire for promotion, resulting in a decline in the vitality of enterprise organizations and personnel. In the early 1990s, developed enterprises in Japan and South Korea began to reform the personnel system, and vigorously promoted the new personnel system of "breaking the format" to determine the promotion and demotion of employees according to their work ability and performance, and achieved remarkable results. The reform of personnel system in the world's big enterprises embodies the full exploitation of human potential, invigorating the personnel system and the organizational structure of enterprises, focusing on cultivating and forming the "strongman" mechanism within enterprises, and forming a new atmosphere of competition, hard work, enterprising and pioneering.
5. Closed management
Closure means that management must emphasize the cooperation between individuals and the whole, and create a high degree of harmony between the whole and the individual. In management, European and American enterprises mainly emphasize individual struggle, so that different management can learn from each other harmoniously. Its specific characteristics are: (1) has both integrity and individuality. Every member of an enterprise has a sense of mission to the company, and "I am the company" is a resounding slogan in "closed" management. (2) Self-organization. Let subordinates make their own decisions and manage themselves. (3) volatility. Modern management must implement flexible management strategy and make progress and innovation in fluctuation. (4) Complement each other. It is necessary to encourage different viewpoints and practices to complement each other and turn the shortcomings in one situation into advantages in another. (5) Individual dispersion and overall coordination. Units, groups and individuals in an organization are all individuals in the whole. Individuals are scattered and original, and form an overall image through coordination. (6) rhythm. A harmonious and energetic atmosphere between enterprises and individuals can stimulate people's internal drive and pride.
6. Walking management
This is an innovative management method popular in the world, which mainly refers to the fact that senior executives observe public opinion, know the truth, get along with subordinates and make achievements. This management method has already shown its advantages, for example, (1) supervisors and subordinates have followed suit. Shimonoseki, honorary president of the Japan Federation of Economic Organizations, took the lead and became a prestigious entrepreneur in Japan. Before he took over Toshiba Electric Company of Japan, Toshiba no longer enjoyed the reputation of "cradle of electrical industry" and its production went from bad to worse. After Mr. Shi Guangfu took office, he toured the factory every day, visited Toshiba's factories and enterprises in Japan, had dinner with employees and talked a lot. In the morning, he always arrives half an hour earlier than others, stands at the gate of the factory, greets the workers and takes the lead in demonstrating. Employees are infected by this atmosphere, which promotes mutual communication and boosts morale. Soon, Toshiba's production returned to normal and there was a big exhibition. (2) The investment is small and the income is large. Walking management does not need much capital and technology, which may improve the productivity of enterprises. (3) Visual management. In other words, the top supervisor can go to the production line, meet and talk with the workers, and hope that the employees can give him advice, get to know him and even argue with him. (4) On-site management. Why does Japan have world-class productivity? Some people think it is based on site management. The supervisor goes to the scene non-stop every day, and the subordinates have to lay down their lives to accompany the gentleman. (5) "Those who win the hearts of the people will prosper". Excellent business leaders should often go to employees several floors below him to observe public opinion, know the truth and listen to "mistakes" more than "good". We should not only care about the work of employees, but also care about their food, clothing, housing and transportation. In this way, employees feel that the supervisor attaches importance to themselves and naturally works hard. With the support and efforts of employees, an enterprise will naturally flourish.