Successful Management Is "Design".

It may be a little puzzling to say that the concept of "P" is abstract.

Let's start with two small cases: < /p >

< p > one, the sixth president of general motors, Sloan, wrote in his book "my years in General Motors": "during the 1918~1920 years of general expansion, the great difference between material and norm shocked me deeply: GM's material was greatly enriched, but there was no regulation.

I gradually believe that unless carefully organized, it will be difficult for the company to grow and even survive. "

In the face of the precarious General Motors, Sloan put forward a distinct decentralization management thought and designed a unique decentralized organization system. Its core points are: through the mechanism of the committee, the effective coordination between various departments, functions and business units, as well as other interest units within the group can be achieved.

At the same time, let the president of a subsidiary enjoy more power and vigorously implement the principle of personal responsibility instead of collective management, advocating that "collective can formulate policies, but implementing policies can only rely on individual" management philosophy, effectively creating "a new era of General Motors".

This is Sloan's grip on GM's 45 years of management design.

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< p > 2, there is a general manager from the electronics industry airborne to < a href= "//www.sjfzxm.com/news/index_c.asp > > the garment industry < /a >. At the beginning, in order to embody the idea of humanized management, he changed the original piece rate system in the design of the salary distribution mode of the front-line workers, and adopted the salary bonus system based on the timing as the core, resulting in the extremely low production efficiency of the company.

Why? Why did the general manager work in the electronics industry before? The management concept of the automatic assembly line was exposed. The production characteristics of the general manager were closely related to the upper and lower links. It is very reasonable for you and me to collaborate and complete the work at the same time.

However, in the zipper production enterprises matching the garment industry, the traditional production process is relatively independent and the delivery date is relatively uncertain. Therefore, it is obviously inappropriate to change the piecework system into the time wage system.

Because of the wrong idea of working principle, good human management concepts and management skills can not reverse the trouble caused by design errors.

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< p > here, we can come to the principle that design is the prelude to execution, which is covered by the whole management process. Once the design is wrong, everything will be wrong afterwards.

Similarly, management design is right, then naturally smooth and effective.

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< p > when abstracting the design from < a href= "//www.sjfzxm.com/news/index_c.asp > > management system < /a >, as a management concept, we should pay attention to two points: < /p >

< p > 1. design is the assurance of the essence of concrete things.

Everything has its essence.

When preparing to implement a specific management measure, it is necessary to balance and coordinate the management and the managed objects, such as interests, concepts, habits, regions and so on.

We can't take it for granted. We should not be too eager to organize our own interests.

For example, in order to reduce production costs, we need to reduce redundant personnel, and let employees feel their value. We should not be careless and cause employees to lose.

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< p > 2. < a href= "//www.sjfzxm.com/news/index_c.asp" > Design < /a > is the embodiment of inspiration and vision.

The same implementation of a strategy, due to the different culture and value orientation, is different from each leader's understanding angle, cut in path, rhythm, and method choice.

For example, in order to achieve the same goal, people who are eager to get ahead tend to chance oriented. They will design their own way of doing things like rabbits, jumping and rushing to stop, seize the opportunity to do it, see the shortcut to copy, ignore and seize many opportunities on hand, and take many shortcuts to create the result of haste failure.

And visionary people will design themselves like tortoises and understand the principle of uniform speed. As long as the direction is right and step by step, every step will be firmly on the right path, and constantly accumulate their own core competitiveness in the process, but it can reach the finish point earlier.

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< p > design belongs to the general manager's own independent thinking activity. Slow down a bit, be precise, but it must be accurate. Recently, Lester Russo, President of the Sloan School of management in MIT, proposed in his new book "knowledge economy era" that in twenty-first Century, the business success element has been pformed from land, gold and oil to another extremely important element besides culture and digital design.

That is to say, the design concept has been sublimated from the aspect of object modeling and visual aesthetics, and has penetrated into a broader field of enterprise management, which includes more extensive areas such as market production, purchase, material and so on.

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This hint of < p > does not activate my new understanding of management.

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