A Case Study on the Working Situation of Official SMS

Chen Lang's Thoughts in the Afternoon is a good case of management situation, which reflects the common problems in the relationship between leaders and employees. Frankly speaking, the author has the same experience in the process of management practice. In the end, as a boss and a subordinate, how to accurately position our management role in order to better handle the relationship between leaders and employees is a problem worthy of deep thinking by all managers.

A little parting is better than a wedding;

No matter you are a superior or a subordinate, you should keep in mind the principle of "distance produces beauty", especially as a leader, you should keep an appropriate distance from your subordinates to correctly guide the healthy development of bilateral relations. The grasp of this distance is closely related to the balance ability of leaders. If the distance is large, it may become a high official; If the distance is small, it may become a friend culture of buddy loyalty. It is more obvious that management is not only a science, but also an art. There are no specific rules and procedures for us to follow; The only thing that is certain is that the greatest responsibility lies in leading yourself. In dealing with the relationship between leaders and employees, leaders are active and employees are passive. Leaders alienate employees, and employees will inevitably alienate you; Leaders have narrowed the distance, and employees will also narrow the distance. Therefore, we can imagine that the problem must lie with the leaders themselves. Leadership style largely determines the cultural atmosphere of a company.

Therefore, when Chen Lang feels this sense of alienation, the first thing to do is to reflect on himself. Does he keep a great distance from his employees in his daily work? If so, he should take the initiative to walk into employees and increase communication. The problem in management lies in communication to a great extent. A management scientist once said that if an operator can't hear the voice from employees, then the culture of the company is very dangerous. Necessary and effective communication can convey the mind and let leaders know how to put themselves in their shoes. If a leader is also a subordinate of a superior, consider what kind of leader he wants to be enterprising from his own perspective as a subordinate. "Don't do to others what you don't want them to do to you."

Don't equate values

The second golden rule of dealing with the relationship between leaders and employees is "Don't have equal values". What is equivalence? That is, leaders equate their own values with those of employees and require employees to act according to the values of leaders. This kind of performance is most concentrated on overtime. For example, I know two shareholders of a company who have made great efforts for the company's business development and made the company their home. Even two people divorced and devoted themselves to the enterprise. They are proud of this and think that my boss works so hard that your employees have no reason not to work hard; My boss works overtime every day. What are your employees' reasons for not working overtime? The author wants to ask: Your boss is divorced, should employees also get divorced? Obviously, this is the problem of this enterprise. There is no intersection between the values of the boss and the employees, and the boss equates the values of the employees with his own values.

According to the boss's understanding, overtime is good for them. They can do more things, get higher positions, get more salaries and provide more things for their loved ones. In fact, there is nothing wrong with this idea as a boss, especially for those who want to start their own business. But the problem is that not everyone wants to be an entrepreneur, and not everyone takes money and status as the only criterion to measure success.

Hoping others to choose their own behavior according to their own wishes is actually a matter of equal value. Everyone has values and different people may have different values. If you use your own values to measure other people's behavior, it may cause disputes. Not only bosses, but also professional managers are used to treating subordinates with equal values.

Back to Chen Lang's case, he also used this "manager complex" to measure the enthusiasm of employees to work overtime. Overtime itself can explain the problem, but it is only a result. Tracing back to the source, it is also a reflection of employees' "working" mentality. Therefore, how to integrate the personal development of employees into the development of enterprises is fundamental. Managers should resist the urge to make employees work overtime, but should think about employees and how to improve work efficiency. How can we give our subordinates more free time? How can we formulate more humanized management measures to improve the enthusiasm of employees?

Work for your own happiness.

Many people may wonder, if you want to keep your distance from employees and don't treat employees with equal values, how can you stimulate their autonomy and enthusiasm? Just like the employees of Langne Technology Company in the case, they are dull as water, lazy and tired, more calm and less passionate, and only pay attention to the results rather than the process.

A real leader should make employees consciously wake up and "work for their own happiness!" " "I believe this is the final answer that every manager is looking forward to. Let employees work hard for the boss? Let employees work hard for the enterprise? Let employees work hard for the team? Let employees work hard for others? It's all fake. Only by letting employees work for themselves can we really glow with real fighting vitality. Without this goal, any incentive will not be really effective. Based on this purpose, a systematic incentive scheme can be formulated to make employees self-motivated and proactive.

In Honda's philosophy, its attitude towards employees is that employees should not sacrifice themselves for the enterprise, but work for their own happiness, so that work can improve work efficiency. Employees are different from operators, and operators must regard the enterprise as their life-and-death friend, but it is wrong for employees to serve the enterprise with such an idea. Because the survival of the enterprise is not above the sacrifice spirit of employees, as long as employees can enjoy life at work, the enterprise will not fail.

In fact, Lane Company, a purely result-oriented and performance-oriented enterprise, can not always achieve high performance. Its fundamental value orientation lies in the maximization of the company's value, while ignoring the value appeal of employees' self-development.

Behind any management change, there must be a change in management concept. If Chen Lang didn't realize this, but blindly made what he called the change of activating the team, then I can be sure that Lanne will eventually be Lanne. In order to achieve the ideal effect of "beyond the reach of the whip" in employee management, the only way we can do is to create a truly "people-oriented" corporate culture-the real people-oriented is to let employees work for their own happiness.

Throughout the whole situation case, the author feels the deepest lies in the "two skins" of the corporate culture of Langne Company. From the founder Chen Lang's own management philosophy, it can be said that it is relatively advanced; However, from the daily operation and management of the company, we can find that these advanced ideas have not played their due role. The concept of * * and the daily behavior of employees are "two skins". As we all know, corporate culture is not boss culture. How the corporate culture in the start-up period rises from individual will to organizational consensus determines the development of corporate culture. The innovation and change of enterprise culture will surely push enterprise management to a new level. Finally, we can find that after the new cultural change, we must innovate a new guiding principle of the relationship between leaders and employees.

Attached to the case of Business China Business Review: Chen Lang's thinking in the afternoon.

Lane science and technology co., ltd.

Chen Lang, the general manager, fiddled with a pencil and patrolled the office hall through the glass curtain wall of the manager's office.

In many squares separated by blue partitions, his employees are either operating computers or talking on the phone, all with similar cold expressions. Like a group of marionettes, they are doing things mechanically, but their hearts are gone. The coffee corner opened by the company in the office area encourages employees to interact. However, the lively scene of the past is gone forever, and the rattan tables and chairs in southern European style are idle.

Occasionally someone is walking, mostly something else, calm and indifferent.

One, two ... several people passed by the general manager's office continuously, but they didn't come in. Chen Lang felt a kind of separation, as if he were a monkey in a glass house.

In fact, Chen Lang rarely has such a mentality.

This company was founded by himself, and he has been trying to create an equal, relaxed and humanized atmosphere. For the daily operation of the company, he firmly believes in the principle of integrity and safety. In the implementation of the company system, he abides by the same rules as employees and punches in every day. If he leaves work early for personal reasons, he also records the time in red and deducts the corresponding salary.

Many enterprises are used to working overtime, but Chen Lang never encourages overtime. He leaves work on time and even takes a lot of work home. In Langne, after work, it is basically private time, and it is even impolite to call others to talk about business.

In order to create a harmonious atmosphere for the company, the human resources department tends to be peaceful when recruiting people, which is also acquiesced by Chen Lang, who claims to be the golden mean. Compared with other companies in the development zone, the turnover rate in Langne has been relatively low. Langne's business development is also relatively stable. As the end of the year approaches, the company's sales task has been completed by 90%. It shouldn't be a problem to finish the task smoothly.

It stands to reason that Chen Lang, as the general manager, should be gratified that his business is worry-free. However, in this early winter afternoon, he felt a kind of confusion, and the tepid atmosphere of the company suddenly made him feel uncomfortable.

It was a small incident in the morning that triggered his mood.

An old friend whom I haven't contacted for a long time told him something.

"The sound of your sales department answering the phone is too cold, which makes people uncomfortable."

A friend talked about something else and casually brought a sentence.

Chen Lang felt something was wrong, so he called the sales department with his mobile phone.

"Hello, Lanen Technology." It should be Qi in the business department, with a weak voice, conveying a message of laziness and burnout.

Chen Lang was speechless.

"Hey, talk to me." There was only a 2-second pause, and then the phone crashed.

There must be something wrong. Although this is a subtle and easy problem to solve, the middle management of the company has never mentioned it. Maybe they didn't notice it, or maybe they found it and didn't think it was important.

Chen Lang began to reflect.

The company has a routine manager's office meeting every week. Most of the people attending the meeting are step by step, and there are few different opinions. In the early days of starting a business, cadres in China often argue endlessly about many business issues and have heated discussions at meetings. Chen Lang's measures are often opposed at meetings. Now all departments have something to say, and the pace is unified. No one will dispute Chen Lang's decision. Why do most managers stop talking?

Chen Lang also tried to communicate with employees, and one of the main obstacles he faced was the silence of employees. Ask him if he is interested in his work and what he thinks, and the other person's answer is ok. Obviously, he could feel that what he said was different from what he thought, but he just didn't want to say what he really thought. Is it that employees have no ideas or are they closed?

Chen Lang thinks he is a kind, fair and caring employee. Generally speaking, the company is on the rise, so his mentality has always been very peaceful-it is this stable and passionate team that has created a quite good growth rate for the company. However, will the loss of passion make the team have no stamina for development and courage when it really encounters tough battles?

Chen Lang looked at the business report and began to think about a question: Is the goal he set for the company too low and moderate? Employees can do it without flying. Easily, it has created the concept that employees have no sense of crisis, and there is a boat to the dock and a car to the station to catch their breath. Should he aim higher so that everyone can jump up and pick peaches?

Should he introduce some methods to activate the team and lay off employees? Increase working hours? Improve business indicators? However, these methods are inconsistent with his consistent ideas. How to activate the team is to improve through persuasion? Or is it a bone injury?

It's almost 5 o'clock, and it's almost time to get off work.

Chen Lang saw many employees looking at their watches, and most of them were preparing to leave. Some look at the display screen with a dull expression, while others are talking on the phone happily, arranging a rich business life.

It seems that everyone is waiting for the bell. The bell rang on time without any suspense.

The first to leave is the young employees who catch the bus. The company has arranged single dormitory for young employees with registered permanent residence in other places, and there are also vans to pick them up. The driver started at 5: 00 sharp. 10, the traffic seems to be catching people!

In less than 20 minutes, there was nobody in the hall. The office hall was empty and silent, as if no one had ever asked for it.

Chen Lang felt lonely as never before, as if he were on an island surrounded by desolate seawater.

……

This is a small case worth discussing.

Is a problem that many * * * have encountered.

That is how to face the sense of alienation from employees.

* * What kind of distance should I keep from my employees?

Some people think that "God doesn't make friends with kids" and should keep a distance from employees, which is beneficial to management.

And * * * like Chen Lang has the impulse to approach or blend in with employees. I can't stand the feeling of "coming naturally" with employees.

What do you think of this? I hope you can comment on how * * * handles this sense of alienation.

Another problem is that the working status of employees is always different from the expectations of * * *. * * * Always hope that employees love their jobs and are full of work enthusiasm. Even after work, I am "reluctant to go" to my unit and work.

But employees are not tools, but people, who always have their own ideas and wishes.

For example, as mentioned in the case, many employees will show the happiness of "great escape" before leaving work.

What kind of mentality should leaders maintain for the performance of employees? How to respond.

One more question: when the results are not bad. The performance of Wenlanna Company is not bad, but the technology is not satisfactory. Yes, we have seen some fatigue in this company.

How to deal with it?

The results (performance) are easy to assess, and how to coordinate the process (especially the efforts and enthusiasm of employees).

Finally, I hope you can comment on this case from these three aspects.

Source: Jingsheng Management