When it comes to employment issues, we must always pay attention to creating a fair environment. Only with fairness can we be efficient, united, and create an excellent partnership culture. As a leader of a partnership, to use a metaphor, it is called cherishing horses, using cattle, driving pigs, and beating dogs.
The relationship between individuals and businesses is the first issue that most partnerships need to consider. A truly complete partnership should consist of owners, operators, and workers. If the relationship between these three parties is not correctly handled, the organizational concept and team spirit of the partnership cannot be well formed.
Most partners are owners, operators, and workers. This particularity of a partnership determines that although it implements corporate governance in accordance with the Company Law, it is often difficult to form a legal person governance structure. This is not only an institutional issue of the partnership, but it is also a fundamental part of the partnership culture of the partnership.
The feasible means to resolve this contradiction still rely on shared values ????and humanistic management concepts, and must have practical means of change.
First, promote democratic management. A partnership is a knowledge-based organization and a carrier of the value of partners. The effective management and long-term development of a partnership depends on its partners, which is the inherent basis of democratic management. From the outside, increasing opportunities and rapid and fierce competition also force the management of partnerships to become more democratic, because this is the only way to achieve competitive advantage.
Second, focus on ability and not on level. As a partnership, the partners' self-realization value lies in creation rather than power, and in work rather than hierarchy. Knowledge and abilities form the basis of a partnership's value. Therefore, partners should be compensated based on their contribution rather than their position. This will help to dilute competition for levels and status, purify the relationship between people, and maintain the harmony, coordination and beauty of the humanistic environment of the partnership. This is also the basis for the formation of a good partnership culture.
Third, self-transcendence at the core level. A partnership is a business, and making a partnership bigger and stronger is a state of affairs. However, if the partnership management does not have the correct concepts and lofty ambitions, it is impossible to push the partnership onto a bright road. If the ability to grasp directions and handle interpersonal relationships is used as a measure of value, management must receive more than employees who contribute to the business. They must both be promoted and make a fortune, which will greatly increase internal friction. In this way, either professionals will crowd into manager positions, resulting in a waste of talent; or they will go their separate ways, resulting in a brain drain. Partners should grasp their own management roles and achieve self-positioning, self-discipline, self-realization, and even self-transcendence. The only thing that needs to be done well is to ensure that the resources in the partnership are in their proper place and that each partner can use their strengths so that the partners can realize their self-worth in their respective positions and obtain the economic, social and self-satisfaction they deserve.