Before revealing the answer, introduce a thinking model for decision-making.
as managers, we make decisions all the time, but most of the time, we just pat our heads through past experience. After learning Mr. Yang Du's three-sex decision-making model, I tried to make the latest decision as follows.
regarding the application of this model, I try to use a list of problems that my company needs to make decisions.
A real problem in my company, as a case:
According to the method taught by the teacher, I analyze the problem in three aspects:
First, necessity analysis:
Second, adequacy analysis:
Third, importance analysis:
Fourth, decision-making conclusions and actions:
Based on the above analysis, I can draw a conclusion. Because of the decision-making basis, I also have a good attitude to take scientific action.
1. Land purchase can be stopped. As an executive, I can digest the judgment of the chairman through these analyses, and when the chairman initiates a decision-making meeting, I can have corresponding self-decision opinions and support the chairman.
2. If the company decides not to set up a factory, I will be fully prepared and be able to reach an agreement with the company without being entangled and suffering.
3. I can prepare in advance for the government communication to stop building factories, which can not only return the deposit, but also maintain a good relationship.
4. Start the capacity analysis and production category management analysis of existing factories to prepare for collaborative production in different places.
The specific answer for the marketing boss to come back for leave is actually related to the culture of each company and the work style of the general manager.
The teacher gave us his answer after full discussion, which is very worth learning:
1. Principle: Don't go home, return to the market immediately, and come back for leave without permission, which is correct, but not approved. The market is important, and the general manager decides that he must return, and as the marketing manager, he must obey.
2. Call the chief executive (or secretary, trade union chairman), immediately mobilize all forces, organize special personnel to set up a project team, and go to the home of the marketing chief executive to deal with on-site problems, so as to satisfy the family members and exceed expectations.
3. Call the personnel manager to "make rules" about the conflict between unexpected events and on-the-job work. Immediately formulate the company system, promulgated and implemented.
4. Personal heart-to-heart: I talked to the marketing manager for some time. Mainly to affirm the results, thank you for obeying, and make expectations.
5. Organizing commendation: Publicly commending the marketing manager for putting the company's interests first, devoting himself to the marketing front line, catching fire at home and still sticking to his post. Set an example and carry forward values.
In the whole case analysis process, the teacher highlighted the chain closed-loop thinking mode around "the use of principles, multi-dimensional methods, resource mobilization, organizational rules, emotional output, and summary".
Attachment:
Introduction of Yang Du
Professor of Business School of China Renmin University.
In 1988, he was admitted to the Department of Business Studies of Kobe University, Japan, and received a doctorate in business studies from Kobe University, Japan. In 1994, he received a doctorate in economics from Renmin University of China, and in the same year, he ended his eight-year study abroad and returned home with his family.
I worked as a postdoctoral fellow at Renmin University of China, and then I taught at the Business School of Renmin University of China in 1996. I have served as the director of the Department of Enterprise Management, the director of the Department of Management Theory, and the director of the Department of Organization and Human Resources at the Business School of Renmin University of China. Since 23, he has been the only academic representative to comment on China Top 5 for 11 consecutive years.
Professor Yang Du advocates interactive teaching, pays attention to learning and research methods, and encourages students to enjoy creative thinking and team knowledge. The course "Introduction to BEST Management-Sandtable Simulation" is an important part of these reforms and innovations.