Management mode of foreign modern enterprises

1. People-oriented In today's world, under the rule of Japan and the United States, each has its own strengths and competes for favor with each other. In 1980s, Japanese management mode occupied the throne of the world management field. In 1990s, due to the influence of the bubble economy and the Asian financial crisis, Japan's economy declined, and people turned their attention to American management. If China enterprises want to stay in the world economy, they must learn from the world's advanced management experience, that is, learn from Japan and the United States, and combine with China's traditional culture and the characteristics of the new era to create China's own model. The emergence and development of Japan and the United States are based on their traditions, ideas and educational systems. If we want to study them better, we must start with their roots and fully understand their differences in traditional culture, thought and education. Americans inherit the European tradition and are cheerful, responsible, decisive and adventurous. However, influenced by China's traditional Confucianism, the Japanese are introverted, cautious and thoughtful, but they worry too much and hesitate to do things. In life, because of traditional adventurism, Americans are not satisfied with the status quo and seek the excitement of life, which leads to great mobility and instability. Therefore, they pay more attention to reality and current consumption, and rarely worry about paying tuition and buying a house for their children. The Japanese, on the other hand, seek the stability and harmony of life by taking root in traditional leaves, which makes them pay more attention to the future and long-term interests and make long-term plans for their lives. Considering the education system, Americans practice open management, while Japanese are closed. Americans leave their children alone on the vast grassland and then let them go their own way. Even if they meet rivers and mountains, they must find their own way to cross them. The school only teaches children how to explore the road, but does not specify them to take that fixed route. As an American teacher said, "We teach children how to acquire more knowledge they need, instead of instilling fixed things for them to remember." Therefore, a strong character and a strong sense of responsibility have been cultivated in children's hearts since childhood. However, due to the help given by family members, family relations are quite indifferent, and they can only solve their own difficulties, forming a person with strong personality and great personality in thought. On the other hand, under the influence of China Thought, Japanese people want their children to get ahead, so they usually put their children in their own plans and ask them to follow their own wishes and ideas and follow their planned life direction. When they deviate from the track, guide them to the right path, and at the same time give them the greatest care to help them tide over difficulties and hardships. Therefore, children grow up with strong pro-feelings, human feelings and collectivism. They want everything to go well, always want to win with the help of others and move forward under the leadership of others. In short, it is these differences that form two different management ideas-individualism in the United States and collectivism in Japan. Under the guidance of individualism, American enterprises have established and improved the reward and punishment system, personnel system and legal system. Because of the traditional sense of responsibility and independent thinking, workers do their best in their posts and complete their own affairs, so their work efficiency is very high. At the same time, in their own work as much as possible to play their talents, forming a diversified situation. However, due to the lack of collective concept, they seldom care about their colleagues' work and the overall interests of the enterprise. In addition, enterprises practice shareholder capitalism and demand profit maximization. They seldom invest in the arrangement of retired employees, medical insurance system, workers' training, etc., which leads to wide income gap, low welfare system, poor education quality, low loyalty of workers, great dispersion, unstable work and strong mobility, and it is difficult to form strong cohesion and centripetal force. However, it reduces the commitment of enterprises to social costs and increases the vitality and competitiveness of enterprises. Finally, Americans pay attention to reality, lack affection and understanding, and the relationship between banks and enterprises is indifferent. They decide whether to give loans according to the current operating conditions of enterprises. They throw stones at some enterprises with promising prospects, poor financial conditions and facing bankruptcy, forcing them to go bankrupt, causing many enterprises with promising prospects but lacking funds to wither early. But at the same time, reducing bad debts and dormant accounts and improving the financial insurance rate are not easy to cause financial turmoil. On the contrary, Japan is guided by "collectivism", and the lifelong system advocated by Mr. Matsushita is dominant, which increases the high loyalty and high skill of employees; At the same time, enterprises have invested heavily in retirement, medical insurance and employee training, so the quality of education is high and social welfare is good, which is easy to stimulate the enthusiasm of employees to build enterprises, and under the same goal, enterprises have strong centripetal force and cohesion. But it makes enterprises bear a lot of social costs, resulting in high cost, low profit rate and lack of competitiveness and vitality. At the same time, due to the collective concept developed since childhood, employees have low sense of responsibility, often shirk their responsibilities and work inefficiently. It is difficult to give full play to their strengths and potentials, and their work is monotonous and lacking in creativity. Finally, because the Japanese focus on the future, coupled with the general concept of human feelings and kinship, industrial and commercial enterprises have close relations with banks, and banks and enterprises cross-hold shares. Banks generally lend to enterprises according to their development prospects, so that some promising enterprises can survive and develop. However, such mutual insurance does not completely expose the drawbacks of the company's internal operations. The low utilization rate of funds is prone to a bubble economy, a large number of bad debts and dormant accounts, and financial turmoil. To sum up, the external manifestations of Japanese and American management models are in sharp contrast, and there are fundamental differences, but their internal essence is the same. The progress of science and technology and the improvement of production automation give people a superficial understanding. In enterprises, as long as we pay close attention to science and technology. However, it should be noted that among the three elements of productivity, workers are always active and dominant. However, even with the best production tools, workers lack enthusiasm and their productivity is still very low. Moreover, this advanced production tool needs workers to study, invent and create at first. Therefore, in enterprise management, we must adhere to "people-oriented" and fully mobilize the enthusiasm of employees in order to provide a fundamental guarantee for the survival and development of enterprises. From the above analysis, we can see that although the two management systems in Japan and the United States are completely different management models, they share the same management concept, that is, people-oriented. They develop from two angles, Japanese style is based on the collective cooperation of people, and American style is based on people and emphasizes personal development. Therefore, two different corporate cultures have been formed, but they are both successful and worth learning. In today's society, people say that "science and technology are the primary productive forces created by managers", which gives many people an illusion. It seems that the core of an enterprise should be to grasp technology, which is actually a wrong trend. It should be noted that man is the soul of all things, and among the three elements of productivity, man always stands in the primary and dynamic factor. Imagine, without the hard work of workers, even the best production tools can't produce great productivity. Moreover, this advanced production tool needs people's unity and cooperation in the early stage of research and invention. It seems easy when you realize that people should be the foundation of an enterprise, but the simpler you need to know, the harder it is to understand and use it. To be people-oriented, we must be kind to people. This is what the ancients called "the benevolent is invincible." Only when you are kind to them will they obey you, and you have the most basic conditions to be a manager. This is what people call the quality of managers. When you put people-oriented thinking in your mind, you will think of how to mobilize people's enthusiasm, study people's thoughts and personalities, understand employees' needs, put yourself in their shoes, try your best to mobilize employees' enthusiasm, and let employees contribute their greatest strength to their own enterprises. At the same time, in order to arouse the enthusiasm of employees, you will continue to think; Because people need fairness, their own labor achievements are recognized, a series of reward and punishment systems, distribution according to work, piecework system, timing system and so on. Will come to your mind. In order to enhance people's cohesion and creativity, you will think of creating a good environment for them, holding more regular meetings and strengthening communication with each other. At this time, a brand-new corporate culture will be designed by you. Second, in modern society, with competition as the core, the market economy is changing rapidly. If you make a mistake, you may plunge the enterprise into the abyss. 197' s No.3 Factory,198' s Qin Chi and199' s Edo all wrote brilliant pages in China's business circles, but they all lost money in an instant. 1996, Zhu San group made Zhu San oral liquid travel all over the country in one year, and its annual sales exceeded the sum of the second to ninth places in health care industry, creating a miracle in the sales history of China enterprises. However, due to the rapid expansion of enterprises, because of a small case, enterprises lost money one year later, and the dominance of the three enterprises in China was only a flash in the pan. Due to the advertising investment of 1997, Qin Chi has brought amazing sales performance to the enterprise. So in 1998, it bought out the gold advertisement issued by the central government and became the first enterprise in China. As a result, huge advertisements were not rewarded and enterprises lost money. 1999, Aiduo Enterprise won the title of China at a high price of over 100 million yuan, but after half a year, the enterprise faced a loss situation. This shows that in the wave of market economy, enterprises are facing various impacts and challenges. Behind every successful enterprise, there are one or two failed enterprises as the cornerstone, and these successful enterprises stand up on the cornerstone laid by the failed enterprises. Therefore, enterprises can only maintain a competitive mentality and grow themselves in constant development. Managers who won't be a stepping stone to others must take competition as the core, which is known to every manager, but they must have a comprehensive and profound understanding of competition in order to truly grasp the significance of competition, because people make mistakes or do wrong, not because they are wrong, but often because they don't have a comprehensive and profound understanding and analysis of the problem. When establishing the idea of competition as the core, managers must keep a calm and alert mind, calmly analyze problems and find problems at any time. Managers should first calmly analyze their own strength and thoroughly examine others. The ancients said, "Know yourself and know yourself, and you will be invincible." Only by objectively understanding our own advantages and disadvantages can we foster strengths and avoid weaknesses and make fewer mistakes. One more mistake is to give your opponent another chance. When the mistake is too big, you may be knocked down by your opponent. When you have to improve and develop yourself in order to cope with the competition from others, you must improve your talents, capital operation and work efficiency. Select outstanding talents, establish a brand-new financial system, simplify the organizational structure, and make your own enterprise less sophisticated and less competitive. When they want to compete with others, they must strengthen their own strength. At this time, they must adopt the methods of quantity, cost and profit to reduce costs and increase sales. At the same time, we should pay close attention to each other's actions and be good at catching each other's mistakes. Only by constantly thinking in the competition and always maintaining a competitive attitude can we finally defeat each other. We must establish the strategic management thought of keeping pace with the times, because the same thing will show different attributes in different places, different times and different environments. Senior managers of enterprises in China learn from foreign advanced experience, only blindly step by step, and don't know how to use them flexibly. As a result, instead of success, the enterprise is in trouble. Therefore, in the process of learning from other people's enterprises and technological development, we can't stick to the rules and remain unchanged.