What's management? Different management books have different answers
This paper draws on many management books and combines the business practices of the enterprise to explain management in six terms: its content, its means, its subject, its roll-out, its pursuit, and its simple management。
01 management content
Management is the process of achieving organizational goals through and with others, using available or available resources in a given environment, through four means: planning, organization, leadership, control。
It was also said that management is the process of using all your inputs to get what you want. At a time when the wind is smooth, resource-rich and demand-rich, there is a general lack of awareness, if any, of management in enterprises, which is very crude. When access to resources is difficult and market demand is insufficient, there is a strong willingness on the part of enterprises to manage effectively。
It is not just about people, but about money, goods, time, information, credit, technology, etc. We need to emphasize in particular that the most difficult is to manage people, since almost all work needs to be done through people。
Understanding humanity and getting things right is a deeper perception of governance. Understanding human nature is the ability to grasp the three levels of each individual's pursuit (physiological, psychological, spiritual) and to rationalize things by integrating responsibilities, processes and systems。
Targets managed by 02
It is not just about people, but about money and goods, and about time, information, credit, technology, etc。
We need to emphasize in particular that the most difficult, and most important, is still the management of people, since almost all work needs to be done through people. Understanding humanity and getting things right is a deeper perception of governance. Understanding humanity is about grasping the needs and affirming the importance of each individual; making things right is about integrating responsibilities, processes and systems。
Many enterprises are not functioning well or fail because they are heavy on matters, are not human and ignore the management of people. Business is people, a consensus of many visionary entrepreneurs. It is difficult to develop in a sound manner, let alone sustain business, without a balanced consideration of human nature and things。
03 management tools
The plan is a guide to work. People who do not have a plan are always planned by those who have a plan, and if a subordinate does not have a plan, the superior will necessarily plan for him. An unplanned organization is fighting for unpreparedness. In order to be proactive, everything can be planned。
The organization is the guarantor of the implementation of the plan, ensuring that everyone is able to do his or her job and that a reasonable organizational structure supports the achievement of the objectives. The organization is a division of labour that encompasses both departmental or team responsibilities and post responsibilities。
Leadership is to move the plan forward through communication coordination, command and control, with modest incentives to motivate staff and encourage team morale to achieve the goal。
Control is the identification of problems and their resolution, measurement and improvement through job inspections, performance evaluations, etc。
The four tools must be continuous and combined, i. E. Management can only be managed if they are well planned, well organized, led and controlled。
04 management roll-out
Management begins with the setting of objectives, followed by consensus with team members (which is often overlooked) on the basis of which plans (actions and resource allocation) are developed, then operations are advanced, processes are monitored to achieve the plan, and performance is assessed. Through performance assessment, superiors are expected to provide timely feedback to subordinates and to identify deficiencies in them for their improvement. In short, management is a closed loop system。
Three key points need to be noted in setting objectives: specific, measurable and time-bound. Building consensus within the team is, in fact, a goal-building, vision-sharing and confidence-building that must be given high priority。
Plans are planned not only with careful consideration of issues but also with a sense of prognosis (significant matters must be pre-planned). After the plan is issued, the results are assured through the control of the process, in which four things are maintained: there is a rule, there is a record, there is responsibility, and there is oversight。
The pursuit of 05 management: four states
Activities are coordinated. Coordination has three dimensions: people-to-people coordination, and people-to-people coordination. To achieve three types of coordination, the functions of the post, the workflow and the management system must be linked. In other words, the integration of responsibilities, processes and systems would result in coordinated activities。
The problem is one of early warning. What's the problem? The gap between status quo and standards is a problem. In order for problems to be detected in a timely manner or to be prevented in advance, enterprises must complete standardization: not only standards have been established, but everyone is complying。
Quality is controlled. In order to ensure the quality of the product or service, quality awareness becomes the basic awareness of all employees, which can be enhanced through a quality improvement tool, pdca。
People are motivated. Businesses, whatever they operate, ultimately operate in a human spirit and in a human heart. Two words need to be borne in mind: people are left to blame only for what they highly agree on; the pursuit of their importance by everyone is a permanent incentive。
06 simple management
Circles: boundary determination, rules, standards. First, managers are required to clarify the responsibilities and terms of reference of the team and its members; secondly, to set the rules, advocate what, oppose what for the team, must be clear; and thirdly, managers are required to set the standards of work for the team members and to clarify the job requirements for process supervision and performance appraisal。
Cakes: demand, vision, inspiration. Managers also need to understand the level of demand and capacity of each team member to be tailor-made and responsive. Managers are expected to share their vision with team members and to align their goals. The vision, in the long term, is the direction of the effort and, in the short term, the goal. Managers need to think about the future, create visions, inspire everyone and keep team members on track。
Forks: judgement, reasons, advice. Managers often judge, agree or reject proposals from team members. It is important not only to reject the proposal simply, but also to give the reasons for the rejection, not only for the reasons, but also for the recommendations of the superior。
Overall, management is a continuous process of improvement, and we seek efficiency, but more results。
