How to build a "harmonious enterprise"

The essence of the information society is that all information can communicate with each other to the maximum extent. In bookstores, there are many kinds of administrative information from various universities and media. The management strategies of well-known enterprises publicized in these classic management books are mostly for the need of maintaining corporate image. This typicality can save a lot of publicity and advertising expenses for enterprises, which is the advantage of well-known enterprises themselves. Not all enterprises think it is worthwhile to maintain corporate image, but this is the key. With the new management thinking advocated by well-known enterprises and scholars, this way of thinking is trying to achieve social justice through multi-dimensional hints. It should be pointed out that the theories of these scholars still depend on the checks and balances of social factors. Just like Lin Shangwo's "Business Way is Human Nature" in Business Way, there are not many people who can interpret the way of life from the perspective of doing things, such as businessmen and others. Under the Confucian atmosphere of "poverty is the only way to protect yourself, and prosperity is the only way to help the world", it is inevitable that businessmen like Lin Shangwo will appear. "Business ethics" also refers to the sense of social responsibility of businessmen, and entrepreneurs are just one kind of businessmen. Now a group of rich people, including Chen Tianqiao, an online game elite, believe that the happiness of money in business is several million yuan, and the happiness is directly proportional to money. China is a country with Confucianism, and the pursuit of "helping the world" includes the ideal of repaying the society, rather than "being immune to it" to achieve its goal. In China, it is common for business elites to give back to society. From a distant place, Mr. Wen used most of his life savings to support the education in the mainland. Recently, Mr. Wen paid attention to the western part of China and Mr. Wen's plan to open a hundred schools. For enterprises, employees will have similar social spiritual pursuits. Of course, there will also be employees who can endure 12-hour shifts day and night for several years without rest days. The existing survey shows that in addition to the expectation of salary, other social demand factors also occupy a very important position. Learning enterprises are highly respected by management circles. With a learning attitude, we can have the spirit of modesty and enterprising, and will not become a habit, which will affect the management and even development of enterprises. Many enterprises try to integrate employees' personal pursuit into their management system. For example, some enterprises will formulate incentives to encourage employees to take self-study exams, hold activities and set up entertainment and learning facilities. Sociality of management Compared with large enterprises with standardized systems, small and medium-sized enterprises face more difficulties in management, especially in the transitional stage from workshop-style enterprises to standardization. Generally speaking, large enterprises will only face losses or difficulties in decision-making, and the preventive measures in the internal operation system are more effective. Small and medium-sized enterprises are often subject to cost control and are often "incomplete". At the same time, due to the lack of corresponding talents, they often cannot achieve the balance of internal management. They rely more on unstable experience management. The biggest management problems faced by these enterprises are the high dependence on personal experience and the lack of prevention system. As far as employees are concerned, Kunshan attaches great importance to foreigners and the degree of standardization of enterprises is quite prominent in the whole country, but this cannot replace us to look at many enterprise-related behaviors with an introspective eye. There are many angles to observe all this. The government stands at the macro angle of economy and society. Entrepreneurs stand in the perspective of enterprise development; Employees stand in the perspective of their own business experience; Even individuals will have different perspectives. Employees care about treatment. The salary problem of enterprises lies in both enterprises and government supervision, which exists in the differences of government supervision in different regions. No matter how much the salary price in China rises, it is still at a rather low level compared with Japanese and Korean. However, because a lot of competition has actually started in China, the market competitiveness and profit of enterprises have a great relationship with the cost of enterprises. The biggest export of enterprise cost is salary, so it is not difficult to understand that the overall salary does not rise now. Even if an enterprise cares about its employees, it is out of the helplessness of its survival. In addition, it is also related to the management level of the enterprise. Some enterprises have good step-by-step management and implementation, while others rely on fixed teams. The latter will give people the impression of contributing to the enterprise, but the more you pay for the enterprise, the more negative things you will have. Business owners acquiesce in the existence of such groups because they want to consider management from other aspects or rely on the role of this management team. Business owners need people who can feed back real information, although in the eyes of others, the blockade of this management model will greatly reduce the authenticity of information. In many enterprises, this kind of group is in the management level of rule by man, which will not help to improve the management level, but will have the effect of bad money expelling good money. Not all investors can see the problem from a higher level. The reason why this happens is that investors and managers of enterprises are integrated, especially small and medium-sized enterprises. When enterprises can't improve production efficiency in a reasonable way, unless the industry situation is good, it is really difficult to raise wages substantially or set wages higher! The personal charm of managers Many enterprises share the same management style or corporate culture with their managers. If you want to understand it, then you must thoroughly understand the person in charge of this enterprise. The scale of the enterprise and the management concept of the enterprise restrict the enterprise to choose the corporate culture strategy that is most suitable for the development of the enterprise, and this kind of enterprise management will be largely subject to the ability and quality of the managers themselves and the experience of the managers. The employment mechanism of enterprises is often not perfect, and the linear management structure of enterprises is also easy to cause inefficient management, and the supervision of middle and lower managers can not keep up. Therefore, in some departments of enterprises, the person in charge is the boss, and enterprises lack talent evaluation and employment system. If it is positive, it will inevitably affect the production efficiency of enterprises. Many times, enterprises will acquiesce in the existence of these. In the final analysis, many enterprises are still managed by people rather than by systems. For various reasons, enterprise decision makers sometimes choose this insurance management method. The personality charm of managers also has a great influence on enterprises, and the leadership quality of managers also includes this. In the survey of enterprise managers, the quality of foreign managers is higher than that of local managers. Some enterprises lack a management improvement system, and senior leaders pay attention to the results of things, and lack control over the management attitude and methods of the whole management. Many enterprises have rough management methods and lack respect for employees, which is also the reason why many employees quit. When talking with managers in Taiwan Province, they tend to talk more about the differences in ideas between the two places than the similarities. The similarities are mutual, and the understanding of the differences is the beginning of real understanding between the two sides, which also takes time to accumulate. For example, I talked to a plastic industry manager, who lived in Kunshan for nearly ten years, and talked more about her daughter studying in an international school. However, most Taiwan Province managers have not been in Kunshan for a long time, and their living environment is often a residential area where Taiwan Province people live in concentrated communities. In this regard, they often talk more about industry topics. There are two opinions among these managers in Taiwan Province: First, the turnover rate of company personnel is too high. It seems that employees will ask for a new company for a monthly salary difference of tens of dollars, and employees come in and out almost every day. The second is the talents that the company needs. The interviewer in the hands of the department manager is often not an excellent candidate for this position. There are many similar things. Third, the annual increase of the minimum wage set by the government is too large, almost three times that of developed countries. For the former, many people will not think deeply about the outcome of the problem, but from the standpoint of enterprise management, it is really understandable. Some enterprises deliberately depress workers' wages in order to recover their investment costs earlier in the case of high returns. In terms of employees' feelings, enterprise management has become very practical for them, such as salary and benefits, vacations, spare time activities and the attitude of the boss. Management is not as strict as possible, and so is pressure. Many managers don't know how to keep proper work pressure for their subordinates. The management style of the enterprise is not like Japan and South Korea, or it is orderly, or it is team spirit. Taiwan Province enterprises pay attention to computerized process operation management, and people, not machines, are dominant in these processes. The computerization of enterprises has not yet reached the goal of controlling the personal work progress of each employee. The weakest enterprise management in Taiwan Province is workshop management, and the selection of workshop managers is also the weakest. Most of the people in these workshops are mainlanders. Among Taiwanese enterprises with high job-hopping rate, these managers have a poor reputation. As for the latter, due to the government public relations needs of enterprises, enterprises need to recruit some people with government background, and enterprises can come forward to settle problems. And this kind of employees often occupy the key position of the enterprise, at the same time, enterprise managers will also be subject to this kind of employees, and the background of employees will become a double-edged sword. It seems more or less like a joke to let a boss be subject to people's affairs and not get the people he needs, but there are not many examples in this regard, which means that the hidden rules of the industry are beyond doubt? Most people are still optimistic about the cost it must pay as an enterprise. In addition, the government's minimum wage can really keep up with the government's salary increase. It is said that the government's minimum wage is adjusted by the annual increase of 18%, while in Europe and America it is about 6%. As far as the types of enterprises in Chinese mainland are concerned, most of them are processing enterprises, and the cost of enterprises is mainly the wages of employees. The annual growth of 18% is really unbearable. Under the big social background, the growth rate of small and medium-sized enterprises in Europe is much lower than that of enterprises in China, and the adjustment range of salary standard is not only determined by specific digital standards. Of course, enterprises will also have difficulties. With almost all Taiwanese enterprises going north, the advantages of the original investment enterprises in production costs no longer exist. More often, it is internal competition between Taiwanese enterprises, and it is difficult for corporate investors to obtain expected returns. But is there a lack of a social mechanism that can make all the problems public, instead of choosing internal friction that both sides lose more than they gain? Therefore, it is particularly necessary to establish a relatively perfect communication mechanism for both enterprises and society. While governments at all levels are advocating a "harmonious society", enterprises are undoubtedly the most important social units in the economic society, especially manufacturing enterprises that accommodate a large number of employees. If we really want to advocate and build a harmonious social environment, the first thing to consider is how to build a harmonious enterprise group in society. At present, in the period of rapid economic development and social transformation, employees should not only adapt to a new complex and changeable social environment, but also adapt to an enterprise environment with inconsistent management. At the same time, enterprises cannot form a relatively * * * management strategy in such a social environment, which may be an adaptive countermeasure that enterprises must take under certain social rules. However, the current social * * * strategy is biased towards negative hidden rules, rarely considering the social level and placing too much emphasis on corporate profits. It must be clear that social rules are not simply formed by the rules formulated by the government, but also need the strong supervision and inventory of relevant organizations and associations, and the latter is often the most critical. At the same time, employees must also follow the rules and regulations of production and development formulated by enterprises. In fact, it lies in the lack of trust in the relevant decisions of enterprises, and the problems are often the most when there is still a lack of understanding and checks and balances between the two. In the absence of social rules and norms, the differentiation of enterprise management is extremely obvious, and its quality can only depend on the business strategy of enterprise operators. In such a social environment, it is beneficial to enterprises, and the external constraints of enterprise executives in formulating business and management strategies are the least. However, employees who lack the support of social rules will undoubtedly always be weak. 1. Social mainstream factors affecting enterprises say that many management schools will have social responsibility courses in domestic executive classes or MBAs. From the perspective of corporate executives' civic awareness, we can introduce the concept of repaying society from national culture. This influence can be seen from the related behaviors of some private enterprises. Most of the management strategies promoted by those well-known enterprises in management books are for the need of maintaining corporate image, and the society needs such a model. This mainstream typicality can provide an example for the media, thus saving a lot of publicity expenses for enterprises. The key point is that not all enterprises think it is worthwhile to maintain corporate image. Whether in developing China or in European and American countries with perfect social systems, this typicality can never be cloned and popularized on a large scale. The cruelty of the market is reflected in the ups and downs of enterprises. Enterprises always put their own interests first when formulating management strategies. As for the interests of employees, it is difficult for enterprises to take care of their own business risks. If the profitability of the enterprise is good, perhaps the enterprise will start to consider the balance between the interests of the enterprise and the employees. Only when an enterprise has a certain strength in the industry will it link its business development with society more closely. These enterprises often involve national strategic natural resources and policy resources, and the situation requires enterprises to follow the mainstream opinions. From the social aspect, enterprises are also the main body of society, and the stability and harmony of society also create a good development environment for enterprises, which is the social responsibility of enterprises; From the enterprise's point of view, this is not only the social public relations behavior of the enterprise, but also provides a fact for the ideological integration within the enterprise. Secondly, the social reputation gained by this kind of public relations behavior can increase social awareness and other convenience for its product brand. With the new management thinking advocated by well-known enterprises and scholars, this way of thinking is trying to achieve social justice through multi-dimensional hints. These can be the government, employees and even enterprise management, and finally rely on the formulation of social rules and personal reflection to re-form a new environment. For example, the labor organization's influence on the business strategy of enterprises is completed through strikes, which forces enterprises to consider the interests of employees when formulating relevant strategies. It is impossible to do this only by various policy supervision. 2. Positioning employees in business strategy Entrepreneurs are also opportunists, and the environment, that is, social rules, is the most important reason for them to transform themselves. Small and medium-sized enterprises can be called followers, which will not receive too much attention in society and easily escape the eyes of social moral scrutiny. Perhaps there will be entrepreneurs with pure capital investment, who are more inclined to get higher returns in order to do a good job in listing statements, thus greatly increasing their personal book value. Almost all enterprises will mention that their enterprises are "people-oriented" and attach importance to employees, but this is not the case. In recent years, the development of talent agencies in some areas of the Yangtze River Delta has proved this problem from the side. Only a few years ago, there were only a few publicly operated institutions, and some non-compliant institutions could be found in villages where floating population gathered. It can be positively explained that it is due to the manpower demand of local enterprises, and people who know the situation will know that this reason is a bit far-fetched. The marketing method of these agencies is to establish contact with the personnel of the enterprise. Of course, there are also necessary public relations means. In this case, we should pay attention to the impact of enterprise turnover rate on enterprises, and the human resources department that needs to provide corresponding strategies actually wants employees to leave as much as possible. Potential means the benefit fee distributed according to the head. Most foreign companies that invest in mainland China use low labor costs to reduce their sales prices, thus selling their products all over the world. In this case, enterprises will reduce workers' wages without restraint to increase profits. Some of these enterprises are forced to follow suit, because if competitors adopt it, it will be reflected in the more flexible price space of products. Employees working under this strategy have no power to fight back, and labor protection measures in most areas are still at the level of recovering wages. The idea of many enterprises has always been to depress wages. Since this can depress wages and reduce costs, there is no need for enterprises to adopt another management strategy. The overtime pay of more than two yuan per hour is more than twice the minimum standard in this area, so few enterprises are willing to reduce production costs by focusing on production efficiency. This business strategy is not only adopted by private enterprises with backward equipment, but also by Taiwan Province enterprises with certain capital accumulation. The staff turnover rate of many enterprises is surprisingly high, but enterprises can be regarded as normal and do not need to take some remedial measures. Some managers say that their enterprises only protect the interests of people above the middle level, and ordinary employees let them come and go. Many investors just want to recover their investment as soon as the environment is beneficial to enterprises. There is a shortage of migrant workers in the Pearl River Delta and Fujian. Some experts said that this can allocate human resources in China more rationally, and those migrant workers who return home can also contribute to the development of their hometown. Generally speaking, there is no loss, and maintaining low-cost labor is also to ensure the competitiveness of China products in the world. There are not a few experts who hold this view, but it is obviously irresponsible to make such remarks. Third, some problems faced by enterprise management itself. The rapid expansion of enterprise scale and the uneven level of managers have affected the management level of enterprises. Chatting with corporate bosses, their management philosophy is still quite good. For example, they should pay attention to employees, communicate more and try to be equal, but in fact, they can't see any similar intention verified in management. The management of most enterprises is carried out by a fixed team, and these people have made contributions to the enterprise. It is undeniable that more and more negative things have been given to enterprises in their development. When the boss of some enterprises can't establish a good management system, he still needs to rely on experience that he thinks is safer. Business owners need people who can feed back real information, although in the eyes of others, the blockade of this management model will greatly reduce the authenticity of information. Many enterprises are in the management level of rule by man, which will not help the improvement of management level, and will have the effect of bad money expelling good money. Under the existing management system of Taiwanese enterprises, managers of Taiwanese enterprises need their subordinates to keep absolute obedience. This is not just a matter of managers' own style. According to a book written by a female writer in Taiwan Province Province, Taiwan Province managers in Chinese mainland maintain a considerable sense of superiority, so they lack the necessary introspection, and sometimes it is inevitable to show a rough management side. However, despite such defects, the quality of managers in Taiwan Province is still quite high. The characteristics of Taiwanese enterprises are obvious, and the business environment of Taiwanese enterprises is not obviously commendable than that of mainland private enterprises. Of course, due to development experience, Taiwanese enterprises may have advanced technology and process management, but it does not mean all. However, under the inherent selection system of enterprises in Taiwan Province, the quality and performance of mainland managers are far from satisfactory. In the enterprise environment, Taiwan enterprises have been promoted, one is particularly strong management ability and patience, the other is absolute diligence and obedience to leadership. This is very common for most managers who grow up. These people often have more than five years of service experience in this company. After getting the position, I am used to cliques, treating the company as my own power site to crowd out others casually, and the management is not enterprising. How to Establish a Correct Sense of Rules Most of the managers in Taiwanese enterprises come from Taiwan Province Province, and there are about 80,000 Taiwanese enterprises in Chinese mainland. If every enterprise employs ten Taiwan Province managers, there are 800,000. The total population of Taiwan Province Province is only over 30 million, and Taiwan Province Province still has a perfect social elite system. You can imagine the proportion of managers in the total population. Regardless of the management ability and personal charm of these managers, most managers in Taiwan Province generally have a sense of superiority. They can get higher wages than Taiwan Province Province when they are sent to the mainland, and they can enjoy relatively luxurious treatment in the mainland because of the price difference between the two places. When I talked to a manager in Taiwan Province, he was studying in the United States, so he could see the real problems more clearly with an open mind. He said that the management methods adopted by Chinese mainland should not be copied from Taiwan Province Province or the United States and Japan, but should be based on facts and take into account the needs of these employees to formulate management rules. Unfortunately, there are only a few managers in Taiwan Province who hold this view, which can prove that this manager turned a traditional processing enterprise into a profit in a short time and achieved a high growth rate of 200% in two years. Taiwan Province managers' opinion is that the job-hopping rate of mainlanders is too high and they are not dedicated. This phenomenon is interpreted as employees will change companies for a monthly salary difference of tens of yuan. Although these managers get along with employees day and night, they still don't understand the root of the problem, but they never want to change jobs. How can they solve the problem? In terms of employees' feelings, management has become very practical for them, including salary and benefits, holidays, spare time activities and the attitude of the boss. Management is not as strict as possible, and so is pressure. Many managers don't know how to keep proper work pressure for their subordinates. It seems that many enterprises now attach great importance to computerized process operation management, but it is still people rather than machines that dominate these processes, and the computerization of enterprise processes has not been able to control the individual work progress of each employee. The progress of enterprises needs the cooperation of both enterprises and employees. Enterprises and employees should have the necessary communication to understand the actual situation. Employees should learn to contribute to the enterprise before they talk about it. They should cultivate their professional spirit and correct their work attitude. Establishing a good working attitude is good for both enterprises and employees. Enterprises can get a responsible employee, and employees can form a beneficial long-term attitude towards life. V. The checks and balances of social supervision mechanism on enterprise behavior There are too few media and experts who really care about the survival of employees. Experts are used to thinking about the economic trend of China from a strategic perspective. The government stands in the macro angle of economy and society; Entrepreneurs stand in the perspective of enterprise development; Employees stand in the perspective of their own business experience; The key is that the first two have the right to express themselves, and the latter does not have enough channels to speak. Usually, the relevant supervision organizations in a region, such as the labor bureau or the trade union, among other things, the primary problem is that the manpower is far from enough to really supervise every enterprise effectively. In order to attract foreign investment, local governments condone this situation. Correcting an enterprise group that has grown up under bad rule will cost a lot, and it is impossible for most local governments to take such a big risk. The government, enterprises and employees must achieve a certain balance and restriction relationship, which is the basis for achieving a harmonious relationship. When it is unbalanced, the result is often that enterprises do not abide by the rules and government workers are corrupt. Because of the need of government public relations, enterprises need to recruit some people with government background, and enterprises can come forward to settle problems. And this kind of employees often occupy the key position of the enterprise, at the same time, enterprise managers will also be subject to this kind of employees, and the background of employees will become a double-edged sword. It seems more or less like a joke to let a boss be subject to people's affairs and not get the people he needs, but there are not many examples in this regard, which means that the hidden rules of the industry are beyond doubt? Most people still optimistically regard it as the cost that enterprises must pay, and it is a duet between some government workers and some enterprises. This example well explains the social environment (from the perspective of enterprises and employees). Social supervision of enterprises includes labor law and local policies (minimum wage standard), and relevant institutions include local labor inspection brigades and trade unions. As mentioned above, the latter two are not enough, and we must get the support of local governments or higher-level government organizations to set the price that enterprises must be responsible for when they go beyond minefields. With the strengthening of labor management in the Pearl River Delta and the considerable attention paid by the government, we can still see that many local enterprises in the Pearl River Delta still owe wages. The Pearl River Delta has developed for nearly 30 years, but labor protection is still at this primary stage. The difficulty can be imagined. Under the competition of local investment attraction, some local governments are afraid of offending enterprises and that enterprises will not invest or relocate. Employees are very concerned about the treatment, especially those migrant workers who have left their homes. Their keys are more practical. The salary problem lies in the enterprise and the difference of government supervision in different regions. No matter how much the wage price in China has risen, it is still at a rather low level compared with Japanese, Korean and other Asian countries. Moreover, the soaring prices in China have brought great pressure to employees. Many enterprises and experts argue that salary increase will affect the competitiveness of products, which is actually untenable. However, because a lot of competition has actually started in China, the fundamental reason is that the labor supervision system in China is not perfect, and it is necessary to raise the labor price as a whole, so that enterprises can give up their original strategies and make the competition among enterprises more fair and benign in the social system.