What is humanized management (what is “humanized management”?)
The so-called humanized management is essentially the management of human nature. ……
The book “The Future of Quality and Quantity” runs through a clear red line from beginning to end, that is, quality is people .
The main body of quality is people, and the core of management is people.
Only by stimulating people’s potential and giving full play to their influence, rather than means, can the expected value be created.
To this end, we elaborated in detail from four aspects: policy and mechanism, system and process, ability and culture.
You will find that I admire Mr. Hammer’s ideas and principles of future management, and I am also constantly paying attention to the “people’s movement” he promotes.
Unfortunately, these deep and meaningful themes are often superficially regarded as “human management”.
Yes, there is indeed a connotation of “humanity”, but it is not as simple as it is said.
I have my own thinking about “humanized management”.
The so-called humanized management is essentially the management of human nature.
Generally speaking, it has two meanings:
One, that is, human nature seeks advantages and avoids disadvantages.
So we must be rational and emotional to drive everyone to create value and realize themselves.
The second is based on the power of human nature to be good.
Every adult has the will to achieve a career and aspirations.
Therefore, it is necessary for the organization and its leaders to point out the direction, set goals, and then create an atmosphere and determine the mechanism so that everyone can manage independently and be responsible for themselves, and become a valuable and trustworthy organization through experience. people.
For this reason, it is necessary to eliminate several misunderstandings:
Think that humanized management cannot punish, but needs more rewards (actually spoiling and pampering);
Misunderstanding that I want more freedom than management (really letting myself go);
I mistakenly believe that I want more equality than hierarchy.
Professor Zhang pointed out that entrepreneurs must have a very thorough understanding of human nature in order to make money.
Understanding human nature is far more important than doing market research.
To give a typical example, Jobs does not do market research, but many people buy his products as soon as they come out, because he knows what people like best and can best meet their needs.
At the same time, human nature also has many weaknesses. True entrepreneurs should not exploit human weaknesses to make money.
In addition, it is immoral for entrepreneurs to use the privilege created by *** to make money, which is plundering other people’s wealth.
Ren once said: “I have grasped the five desires of human nature.” It is the stimulation and control of desires that constitute the history of Huawei’s development and the management history of any human organization.
The success or failure of a business management, good or bad, the logic behind it all is human natureThe logic of desire, the logic of desire.
From a psychological point of view, the desire of knowledge workers can be divided into five levels:
Material hunger, sense of security, desire and ambition for growth, sense of accomplishment and sense of mission.
As a boss, you must understand the most basic things.
One, wealth is spreading more and more;
Second, power and reputation are given to you by your followers. If one day your followers abandon you, your power, your sense of accomplishment, Youyou.com’s image in your spotlight, and even your wealth will disappear, even disappear.
Let’s look at some examples again, look through the “Employee Handbooks” of several companies, and see what they think about “humanized management” and how they do it.
Look at the Szemkeo company, which has evolved from a traditional manufacturing company.
Their “employee handbook” reflects a unique cultural idiosyncrasy.
Example:
Communication:
The company’s employees must strive to communicate openly and honestly. You must have complete trust in your colleagues. When in doubt, always ask for transparency in communication.
Informal:
Having birthday parties at the end of the workday is part of our company culture, and even if you don’t get an invite, you can break into some conference rooms or call each other Nick name. Don’t be so shy and follow the rules.
Holidays:
Companies are not the type to think that someone is irreplaceable. You all deserve 30 days of vacation each year, it’s good for your health and the prosperity of the company. There’s no good enough excuse to save your vacation for later.
Pride:
Only when you have pride, you are worthy of working in a place. To this end, you must ensure the quality of all your work, do not let out products that are not up to a higher standard, do not write any dishonest letters or memos, and do not lower your dignity.
Check out the popular Netflix employee handbook. It was originally a set of PPT written by the founder, and later developed into a set of Netflix culture, forming the guidelines of Netflix culture.
Example:
Only hire, reward and tolerate fully grown adults:
Place employees in a team of colleagues they trust and admire;
Create the easiest possible workflow and a strong culture of discipline, don’t let rules and regulations limit high performers.
Pay salary according to the value brought by employees:
It has nothing to do with the annual performance appraisal process of salary, only related to employee performance;
People with the same qualifications should get The same salary, no matter what their previous salary was or what their gender was. Establish a salary transparency system so that everyone can have a better judgment on salary.
Say goodbye when leaving:
If the employee’s performance is not good enough, tell them in time, either correct it or go to a new company.
Don’tAttribute employees who do not match the job as losers, and don’t give employees promises that they can’t keep, which will only make employees feel betrayed; actively help departing employees find new opportunities.
Finally, you must read the “Employee Handbook” of Tesla, which is of “Silicon Valley descent”. Its name is different, it is called “backhand account hand account”. Content will naturally be liked.
We only need to finish reading the “one spot” at the beginning, and leave the work of “one glimpse to see the whole leopard” to the readers themselves.
We are Tesla.
We are changing the world.
We are willing to rethink everything.
We are a unique high-tech company.
We are also different car companies.
We are special, and we love being special in that way.
Being different allows us to do things others dare not try; to do things others tell us “impossible”.
If you’re looking for a traditional “employee handbook” full of policies and rules, you won’t find it here.
And the policy rules will tell you where the line is – they will tell you how bad your behavior is before you get kicked out.
But this is not what our Employee Handbook should do.
What we prefer to do is set incredibly high standards and hire people who like to push themselves to a higher level every day.
I want all our colleagues around us to do the right thing and act with integrity even when no one is looking.
Is it because of you?
If so, we are delighted that you will accomplish an amazing business with us.
If not, we believe you will be more successful working elsewhere.
We don’t mean to be harsh, but it’s the truth.
Readers and friends, all you need to do now is to compare your company’s “Employee Handbook”.