How to kill two birds with one stone by changing positions in employee management

In today's fierce market competition, entrepreneurs understand that talents are the key to the success or failure of an enterprise. The mentality under which talents work determines their initiative, enthusiasm, and creativity. Employment mentality and work mentality not only affect the success or failure of business operations, but also determine the quality of life of employees. It is the top priority of managers to value everyone's needs and values ??and to enable employees to work in a good attitude. The feeling of space will affect people's mentality to a certain extent. In the business activities of enterprises, as long as they are good at changing the spatial location, it will improve the mentality of employees to a certain extent, thereby improving morale.

Pay attention to space design and relieve employees’ psychological pressure

(1) Space design for award ceremony

In order to stimulate employees’ work enthusiasm and improve morale, rewards are common management methods. To this end, some award ceremonies are often held. In addition to the actual content of the award, the award ceremony itself also needs to convey information to employees. The specific information conveyed and its effect depend on what kind of management philosophy the manager has and how it is expressed.

It is said that there is a textile factory in the United States that originally planned to buy some expensive and comfortable chairs for female workers to place beside the workbench for rest. Later, the boss came up with a trick: if someone exceeded the hourly quota, she would win a chair for a month. The way to reward a chair is: the boss brings the chair to the office, asks the woman who won the chair to sit on the chair, and then the boss pushes her back to the workshop amid everyone's applause. The boss's office is a symbol of high social status. Inviting award-winning employees to the office is a sign of appreciation and value recognition for employees. Under conventional thinking, employees should serve the boss, but here the space is changed and employees sit on chairs. , the boss pushes the chair, and the employees feel the concern and respect of their superiors for them, which highlights the employees' dominant position, thereby improving "morale."

When the American Amoco Petroleum Company held an award ceremony at the end of the year, senior managers personally walked down the awards stage and handed the awards to team members. Here, whether employees come up to receive awards or leaders come down to present awards, although the difference is in space and form, reflects different management concepts - whether it is "people-oriented", the concept of highlighting the dominant position of employees, or "officials" This concept puts employees in a dominant position. Many managers of Chinese enterprises are always unable to break through some old frameworks during award ceremonies, and do not dare to go beyond the "thunder pool" for fear of losing the "authority" of leadership. In essence, the "official standard" mentality is at work.

(2) Use spatial transposition to reflect collective participation

Changes in spatial position can not only highlight the dominant position of employees, but also bring managers and front-line employees closer to each other. distance, realize the simultaneous participation of managers and employees in business management, and enhance communication and understanding between them, so that the company's business decisions can be implemented smoothly.

A typical organizational chart is a "pyramid" structure—the general manager is at the top, managers are in the middle, and front-line personnel are at the bottom. When explaining the concept of marketing, Philips Kotler put forward the concept of "coordinated marketing" and pointed out that the company must conduct both external marketing and internal marketing. "Internal marketing refers to successfully hiring, training and motivating employees as much as possible." The job of serving customers effectively…internal marketing must come before external marketing.” In order to implement the idea of ??coordinated marketing management, the organizational chart must be understood upside down to form an "inverted pyramid" structure.

At the top of the organization are the customers; second and most important are the front-line personnel who directly serve the customers; next are the middle-level managers, whose job is to support the front-line personnel; and at the bottom are the senior managers, who Their goal is to support middle managers so they can better serve those who serve customers. Customers have also been added to both sides of the picture, indicating that middle and senior managers also have direct contact with customers.

In fact, the "inverted pyramid" structure is just a concept. The company's organizational chart has no change in form. It is just a matter of using the concept of "coordinated marketing" to correctly understand it. It is easy for us to draw it on paper, but to embody it in the specific operation and management process, in addition to some necessary institutional constraints, we can use changes in spatial location to create this kind of atmosphere of participation and service. Give employees a tangible experience.

At Disney World, every manager must wear Mickey, Minnie, Goofy or other character costumes to travel around the park for at least one day in his management career, and spend one week every year working on the front lines, including checking in tickets and selling popcorn. etc. to understand customer needs and employee feelings. Some business managers go directly to the front line to serve the grassroots. They downplay the boundaries between white-collar and blue-collar workers, move their desks to the workshop to work on-site, and solve problems faced by the front line in a timely manner. Through the change of spatial location, front-line employees feel that their work is supported and valued by their superiors, which shortens the distance between managers and front-line employees, thereby increasing their enthusiasm for work.

Managers must not only step out of the ivory tower and open up to employees, but also boldly empower employees to participate in corporate decision-making and get rid of the feeling of dominance. This can also be done Create from changes in spatial location. A sanitary materials factory in South Korea planned and implemented the "Factory Manager for a Day" campaign in response to workers' resistance to leaders' decisions and work disengagement. Every Wednesday, an employee is selected to take turns being the factory manager for a day, sitting in the boss's office to work, and experiencing the feeling of being a boss. Here, the role transformation is achieved through the transformation of spatial position. If employees are simply told that they are the owners of the company, it will be difficult for them to truly understand it. If you are not in your position and do not plan your policies, you will not know the reasons. Through empathy and experience, identification and understanding are enhanced, and employees' sense of mission and responsibility is enhanced.

(3) Pay attention to the details of "space" in informal situations

In the business process of an organization, there are also some informal situations. Such as dining in the canteen, commuting to and from get off work, sports, games, entertainment activities, etc. If managers occupy authoritative spatial positions on these occasions, it will not be conducive to mobilizing employees' enthusiasm. On the contrary, if changes are made in these subtle aspects, employees will have positive feelings and identify with the corporate culture. hr369.com For example, in the employee canteen, if managers eat in private rooms while ordinary employees eat in the lobby, we are distinguished. If managers move out of private rooms and eat in the lobby with employees ***, then It will close the relationship between employees and shorten the psychological distance between the two parties. As the saying goes, "Effort is reflected in the details." Some supermarkets put forward the concept of "detail management" when serving customers, but many companies treat their employees very roughly. In fact, employees are the "internal customers" of an enterprise. Before winning external customers, they must first win the support of internal customers. If an enterprise does not pay attention to details in employee management, then "detailed management" for customers will become water without a source and a tree without roots.

Change the spatial location to relieve employees’ psychological pressure

As competition intensifies, employees are facing multiple pressures such as employment, promotion, and workload. Some pressures are tangible, while others are intangible. Moderate pressure is beneficial to improve employee motivation, while excessive pressure will not only dampen employee motivation, but also affect organizational performance. "Certain aspects of the environment, that is, stress sources, cause individuals to be extremely stressed or overworked, that is, mentally and physically exhausted, which will further lead to negative physiological, psychological and organizational consequences." With the popularity of the "standard parts society", people are increasingly With more attention being paid to stress in the workplace, environmental factors are an important source of stress. The environmental factors here are divided into "soft environment" and "hard environment". From a formal point of view, space belongs to the "hard environment", but it has a subtle influence on the "soft environment".

(1) Create a space atmosphere and improve the "hard environment"

Improving the "hard environment" and creating a relaxed and warm space atmosphere can directly relieve employee stress. In the workplace, employees are encouraged to design and arrange a personalized atmosphere so that they have a space of their own; in the factory workshop, employees are allowed to listen to music while working and regard work as happiness; arrange fitness and entertainment facilities near the workplace to beautify The environment of the site, or organizing employees to go on vacation, can also play a role in shifting workplace stress. American Express set up a fitness center in New York and established its own basketball, football and softball teams; Apple Computer encouraged employees to participate in midday fitness walks and company long-distance running clubs, which played a positive role in relieving employee stress.

Slogans and slogans are an important way to set off the corporate atmosphere and are also an important part of the space environment. When designing and posting slogans, pay attention to the impact on employees' mentality and do not overemphasize pressure.

For example, a company posted a slogan in the work workshop: "If you don't work hard today, you will have to find a job tomorrow." Here, employees feel that they are in a subordinate position, and they are under the pressure of employment and Work under duress; if this slogan is changed to: "If I (we, we) don't work well today, I (we, we) have to find a job tomorrow" will dilute this sense of pressure, not only have self-esteem It not only serves as a reminder and hint, but also highlights the dominant position of employees and enhances corporate cohesion.

(2) Create spatial opportunities to "improve the non-institutional environment"

In the "soft environment", part of it is the "institutional environment" and part of it is the "non-institutional environment". Space The main impact is on the latter. The so-called "tiger in the mountain is easy to break, but a tiger in the heart is hard to break" shows that the "institutional environment" is routine, and working according to the system will cause little psychological pressure on employees, while the "non-institutional environment" will bring no pressure to people. Big and extremely stubborn. What we want to alleviate is mainly the pressure caused by the "non-institutional environment", and communication obstruction and role conflicts are the main reasons for this pressure. By creating spatial opportunities and adjusting the “hard environment”, the pressure brought by the “non-institutional environment” can be indirectly alleviated.

1. Provide a communication environment and enhance recognition and understanding

Communication is the bridge between hearts. Through communication and enhanced cognition, people can understand each other's ideas and reduce conflicts and misunderstandings. In organizations, a lot of employee pressure comes from a lack of understanding of leaders' decision-making intentions and mutual suspicion. Interpersonal communication, especially face-to-face communication, can help relieve this stress. Therefore, managers should try their best to provide some communication opportunities to enhance communication and understanding. For communication projects that involve a wide range of topics, you can choose to hold meetings in a larger venue (such as a large conference hall) to achieve an open dialogue between leaders and employees; for issues that involve a smaller scope, you can communicate with each other in a small conference room or the manager's office. In order to ease the tension, you can also choose to have it during meals in a hotel or restaurant.

Regarding the pressure generated in employees’ personal lives, if managers think it is ethical and employees are willing to accept it, an employee psychological consultation room can be set up to provide services in this area through managers or employee psychological counseling experts. AT&T provides this type of employee consulting service.

2. Participate in decision-making and reduce role conflict

Role conflict and role ambiguity are important causes of psychological stress. Participating in decision-making can relieve employees' psychological pressure to a certain extent, satisfy their high-level psychological needs, and make employees feel more influential and controlling. While this feeling may not be real and may not enhance one's actual influence, it has been proven that this kind of control, whether it is physical or just perceived, can help alleviate workplace stress. And for decisions made with employee participation, they tend to implement them consciously, reducing the pressure of being forced by others. For example, in the public relations case of "Factory Director for a Day", although the employees' dominance is short-lived and even remains in their feelings, through the experience of spatial transposition, employees participated in decision-making and understood the difficulties of being a leader, thus The role positioning is clarified, role conflicts are reduced, the relationship between managers and employees is harmonious, and decisions can be implemented.