In view of the current situation that employees are difficult to manage and refuse to accept management, management has to change from simple "management" to effective "helping" the implementation of a management system, which just proves that the implementation of the system is not right or wrong. The view that "rationality is not the reason for fighting" is a misunderstanding of management. Managers should start from the consideration of "whether it is useful to others rather than right" and start from helping others to do management. Managers should first consider paying money to help their subordinates solve problems encountered in production and work. It is difficult to do a good job of management only by asking for requirements and not giving methods.
The contradiction of seeking internal and external.
Enterprises can't do without resources, whether it is human resources or financial resources. However, there are differences between internal and external resources. Many people, especially enterprise managers, like to ask for help from the outside world, thinking that their subordinates have low quality and poor ability, and try their best to recruit people. As a result, countless talents have changed, and the enterprise is still in a mess.
In fact, managers should seek internal rather than external, and advocate self-development. The guiding ideology of management is very important: don't change people, but change people. It is necessary to establish an idea that there are no unqualified employees, only employees who do not do as required.
The contradiction between grasping the key point and caring about the surface
Enterprises have specific ways of doing things, but there is no unified system or model. The so-called system (mode) is a combination of a series of effective actions. A series means continuous improvement. When we deal with a problem, we focus on one thing. Do everything with concentration and concentration. The truly effective management is to prefer less to more. Zhang Ruimin, CEO of Haier Group, said: Grasp a point, grasp it repeatedly, grasp it repeatedly, and grasp a model to promote it. Grasp some breakthroughs, and take the area from point to area. This is the rule of management. At the same time, it should be summarized and then compiled into documents to form an effective system.
The contradiction between action and strength
Many companies are doing "action", but they just don't have the strength. When the enterprise began to do "action", it was vigorous, and the whole company was boiling, and it was silent in less than three days. Endurance comes from frequency and from frequent repetition. Management should exercise regularly.
Anyone who has done planning and material control knows that it is unrealistic to try to carry out order review, delivery breakdown, monthly plan, weekly plan and daily plan unchanged, because materials, equipment and personnel are constantly changing. What do we do? Frequent adjustment: you change it every day, and I adjust it every day. Management is to constantly adapt, adjust and generate strength. Don't believe that one "action" can solve the problem once and for all.
The contradiction between idea and effect
There are many management ideas now, but they are all ineffective. What's the problem? There is no "closed case". Closing the case is very important. "Closing the case" is a summary, and it is good or bad to give a statement. How to pay attention to the effect? Pay attention to the data changes. Everything must have a numerical goal. Regardless of output, per capita output value, qualified rate and loss rate, there must be clear data indicators. Don't do it overnight, but step by step. If you set a goal, you should always check it. If you get a reward, you will be punished. We should set some sub-goals in stages and encourage them in stages. The most important thing is to analyze the reasons for not achieving the goal, because the analysis of it will be the starting point for the next step.