Business management is people-oriented

From the perspective of business management, people-oriented refers to a leadership style or philosophy of operators or managers. It refers to a series of management activities that take people as the starting point and center in the management process, revolve around stimulating and mobilizing people's initiative, enthusiasm, and creativity, and aim to achieve the mutual development of people and enterprises. The basic idea of ??this kind of management is: human development is the prerequisite for enterprise development. The intelligence of employees is an important knowledge resource for an enterprise, and its degree of development determines whether the enterprise can sustainably develop. Therefore, enterprise management should focus on the all-round development of people. ① As the most basic element in management, people are active and interact with the environment: creating a good environment can promote the development of people and thus bring about the development of the enterprise. ;②Personal goals and corporate goals can be coordinated. Turning the company into a learning organization can enable employees to achieve their own goals while achieving corporate goals. ③In this process, the company further understands the needs of employees, making corporate goals more reflective of employee interests and goals. Therefore, the basic principles of people-oriented management are as follows: (1) Pay attention to people's needs; (2) Encourage and train employees to achieve all-round personal development; (3) Organizational design is people-centered and committed to aligning personal goals with corporate goals. How are these principles reflected in business management? The specific approach can be summarized in four words - know people and make good use of them. Knowing people includes respecting people, trusting people, understanding people, caring for people, and motivating people. Good utilization refers to the rationality of employing people. That is to say, use their strengths, use their thoughts, and use their wishes, but also use them at the right time and in their right positions. 1. Respecting people includes establishing a fair, equitable and open employee welfare system, providing a good working environment for employees, patiently listening to employees’ opinions, and promptly recognizing employees’ achievements, etc. Bill Hewlett, one of the founders of HP, once said: "All HP's policies and measures come from a belief, that is, we believe that every employee has the desire to do a good job. As long as the company can give They provide a suitable stage and environment, and employees will do their best. "This is the connotation and starting point of the famous HP Way. It is based on this starting point that HP has established a unique corporate culture and formulated a series of supporting management systems and norms. Therefore, among HP's traditional five core values, the first is: "We believe in and respect our employees." ". And this respect is reflected in every detail. For example, when paying wages, instead of asking employees to come and collect them, the department manager goes to the employees to deliver them in person to show sincerity and gratitude. Because in HP's philosophy, employees' wages and bonuses are not charity from the company, but the remuneration that employees deserve. 2. Trust people When employees regard corporate trust as motivation and pressure, they will consciously use their own intelligence and physical strength to complete tasks conscientiously and excellently. The more leaders trust employees, the harder employees will work, thus forming a virtuous cycle. HP's trust in its employees does not stop at the level of shouting slogans, but can be shown in many aspects. For example, in the laboratories of various branches, all spare parts warehouses are never locked. Not only can engineers access them at will at work, but they can also take the company's components home for personal use; this is because HP I believe that no matter what engineers do with these components, whether it is related to the work project they are working on at hand, whether they are playing with these things at work or at home, they can learn something and contribute to the company's product innovation. is beneficial. Similar examples include the use of stationery supplies. Employees take as many stationery supplies as they need without supervision, and the stationery cabinets are not locked. The result of this is to make employees feel that they are respected, regarded as a noble person, and a trustworthy person. Therefore, employees share the blessings and difficulties with the company, and are willing to contribute to the company from the bottom of their hearts. 3. Understand people The key to understanding others is to try to experience the problem from the other person's perspective. For example, in the eyes of most domestic companies, an employee's voluntary departure is an act of betrayal against the company. The betrayer can never return to the original company. As a result, the two parties may form a deep hatred and never interact with each other until death. But HP doesn't see it that way. HP believes that everyone is subjective for themselves and objective for others. Everyone has the right to choose their own development direction. Employees' concern for their own careers must be ranked before loyalty to the company. Therefore, HP believes that employees leave the company for better development of their personal careers, rather than betrayal of the company.

The company should think about its employees, not just the interests of the company or the interests of certain leaders. It is precisely because HP does not regard employees' voluntary resignation as betrayal. Therefore, HP's door will always be open to these people, and employees who leave can come back. For this reason it retains many talented people. 4. Caring for people Whether employees can love their company does not solely depend on whether there is an attractive high salary. The care of leaders can also become a powerful magnet for attracting outstanding talents. This kind of care is mainly expressed in meeting the various physiological and psychological needs of employees to the greatest extent. As we all know, every company hopes to gain the loyalty of employees, but where does employee loyalty come from? What has the company done to earn employee loyalty? In HP’s view, employee loyalty comes from opportunities in four aspects: Opportunities, opportunities to learn, opportunities to make money, opportunities to be promoted. ① Opportunities to do things: It means that employees can do things according to their own wishes and methods, rather than just doing what their boss tells them to do; at the same time, employees are allowed to make mistakes when doing things, as long as they can learn from their mistakes and not make the same mistakes again and again. If you make mistakes, continue to give opportunities. This allows everyone to continuously accumulate experience and lessons from mistakes and gradually learn and grow. The experience of employees is also the precious wealth of the enterprise. Enterprises have truly become learning organizations. ② Learning opportunities: On the one hand, in addition to the formal training organized by the company, it also includes organizing various activities to provide employees with opportunities and atmosphere for mutual learning. On the other hand, when assigning work, excellent managers not only emphasize the importance of the work, but also emphasize what employees can learn from it, what experience, knowledge, and skills they can add, so that Completing work tasks becomes an exercise opportunity for employees to grow, thereby inspiring employees' sense of ownership. In this way, employees no longer think about doing things for the company, but think about doing things for themselves. And regard everything that the company entrusts to me as an opportunity to exercise and learn. In this way, it becomes very natural and simple for employees to work hard for their own careers and their futures. Their success is the success of the business. It can bring endless benefits to enterprises. ③ Opportunities to make money: One of the important purposes of anyone working in a company is to make money, get relatively reasonable remuneration, and enable themselves to live a better life. At HP, there is a basic principle, that is, the salary standard should be among the leaders in the same industry. It will neither attract people with the most generous salary nor lose outstanding employees because of salary. Generally speaking, as long as you are above average among your peers, people will have a sense of superiority. This sense of superiority often comes from comparison, such as comparing with classmates, comparing with friends, and comparing with people around you. So in China, everyone thinks that an annual salary of 100,000 yuan is very good, but in the United States, an annual salary of 100,000 US dollars is nothing, just an ordinary middle class. Because people's satisfaction is relative, it depends on what environment you are in. Therefore, for employees, as long as they have a relatively high salary, it will be enough. ④Promotion opportunities: that is, providing employees with room for development. If an enterprise can ensure that its managers are promoted based on strength rather than interpersonal relationships, then everyone will feel that as long as they have strength, they will have the opportunity to be promoted and will be successful. Therefore, everyone will work hard to perform and focus on performance, instead of trying their best to build relationships, find backgrounds, and use backdoors. Because they understand that as long as the company develops and grows, they will have opportunities. Therefore, in terms of promotion, it is crucial to create a fair and just competitive environment. Facts have proven that as long as the company can provide opportunities in these four aspects well, employees will show loyalty. 5. Motivating people People have various needs such as physiological, safety, social, respect and self-realization. In addition to finding ways to meet these needs, business leaders must also continuously stimulate people's enthusiasm for work through various motivational means. People's needs are diverse, and incentives must also be diverse. In some domestic companies, we can often see slogans like this: "If you don't work hard today, you will work hard to find a job tomorrow." This is typical pressure management thinking. Different from this kind of thinking, HP has always advocated the use of guidance to stimulate employees' work enthusiasm, which is called "dynamic management".

For example, more than 10 years ago, when Cheng Tianzong was the president of HP China, he once made a wish that during his tenure, he hoped that every employee of HP China would be able to achieve the goal of "having a house, a car, and enough education". With enough money to live a well-off life, everyone can have a wife, children, and build a beautiful family. And he encouraged everyone: As long as you work hard, I will try my best to create a good platform and opportunity for everyone. During his tenure as the president of HP China, he did spend a lot of effort to improve employees' salaries. Everyone's salary levels were doubled, and the company's dormitories were also renovated, so that everyone has their own house. By the mid-to-late 1990s, many HP employees in China owned private cars, which was very rare at that time. Of course, the satisfaction and enthusiasm of employees resulted in the company's rapid growth, and those years were also the most glorious period of take-off for HP in China. Of course, in addition to material incentives, spiritual incentives are also particularly important. For example, appreciation and gratitude to employees is a kind of spiritual encouragement. At HP, if a certain department successfully completes a task, the manager will think that the employee has merit and will pay for a treat out of his own pocket to express his gratitude to everyone, because the performance is the result of everyone's efforts and the credit belongs to everyone. This approach seems simple, but it is actually a subversion of the traditional concepts and practices of domestic enterprises. As we all know, during Chinese New Year and holidays, employees in domestic companies give gifts to their superiors to thank their leaders for their "concern" and "care" for them. On the contrary, at HP, the Chinese New Year is usually a time when managers spend money because they want to thank employees for their help and contributions to the company over the past year. Invite your subordinates to have a meal at your home or out to express your gratitude. This reflects a modern management concept. The result of the company's management's efforts to satisfy employees is the employees' efforts to satisfy customers, thus achieving a virtuous cycle. For managers at all levels of HP, a very important job is to inspire employees to be motivated, so that employees can work hard for their own careers and work hard for the common interests of everyone. In this way, there is an inherent motivation. That’s why it’s called dynamic management. 6 Reasonable employment includes: (1) Making use of their strengths: In addition to understanding the basic skills of subordinates, you should also understand what specialties your subordinates have so that you can maximize their strengths and avoid their weaknesses when using them. (2) Use what you think: collect valuable ideas and suggestions from employees at any time and store them as knowledge resources. (3) Use their wishes: It means that when arranging work, try to consider the wishes of individuals as much as possible, and strive to provide them with the necessary working environment and conditions to push them into the best psychological state. This will achieve better talent benefits and corporate benefits than relying on administrative orders to force him to engage in a certain job. (4) Use at the right time: refers to the opportunity to capture talents. The period in a person's life when he is most talented and energetic is also the period when he can make great contributions to the enterprise. At this time, talents should be promoted to important positions boldly and promptly so that their creativity can be fully unleashed. (5) Use talents according to their position: Put talents in the position where they can best display their talents. Achieve the goal of mutual development of individuals and enterprises. In short, people-oriented business management regards people as the main object of management and the most important resource of the enterprise. The importance of this kind of management is that it is an important condition for improving the knowledge productivity of enterprises. The so-called knowledge productivity refers to the ability of an enterprise to use its knowledge resources (that is, the intelligence and talents of all employees) to create wealth. It is a basic management method that adapts to the international operation of enterprises. It is a necessary condition for establishing good relationships between people and other elements in an enterprise. The cornerstone of sustainable development.