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 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 "work specification" and work out the requirements of each job; The fifth step must take into account the combination of assessment system and reward and punishment system.
"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 appointed two senior managers who boldly reformed as vice-chairmen, and dismissed five senior managers who tended to gradually reform, and widely publicized among employees the crisis that some enterprises lost users because of ignoring product quality and rising costs. He wants all employees to know that if technology companies don't always put product quality, production cost and users in a prominent position, the end of the company is coming.
2. "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, but what you are not satisfied 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.
3. "Break the format" 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 1980s, these developed enterprises have entered a stage of low growth and relative stability, and the seniority system can no longer meet the promotion desire of employees, which leads to the decline of enterprise organization and personnel vitality. 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, thus invigorating the personnel system and the organizational structure of enterprises, paying attention to cultivating and forming the "strongman" mechanism within enterprises, and forming a new atmosphere of competition, hard work, enterprising and pioneering.
4. "Harmonious" management
"Harmony" 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. 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, which 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 "harmonious" 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.
5. "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 shown its advantages, such as:
(1) Supervisors and subordinates follow suit. Shimonoseki, honorary president of the Japan Federation of Economic Organizations, took the lead and became a famous Japanese entrepreneur. 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 made great progress.
(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. Ray kroc, the founder of McDonald's fast food restaurant in America, is one of the most influential entrepreneurs in America. He doesn't like sitting in the office all day, but spends most of his time on "walking" management, that is, walking, watching, listening and asking questions in subordinate companies and departments.
Matters needing attention
The company once faced a crisis of serious losses, and Crocker found that one of the important reasons was that the managers of various functional departments of the company were prominent in bureaucracy, accustomed to lying in comfortable chairs and bossing around and spending a lot of precious time smoking and chatting. So Crocker came up with a "brilliant plan", requiring all managers' chairs to be sawed off, and managers must abide by it. At first, many people called Crocker crazy. Soon, everyone realized his "painstaking efforts" and went out of the office one after another to carry out "walking" management, so as to keep abreast of the situation and solve problems on the spot. In the end, the company turned losses into profits, which effectively promoted the company's survival and development.