Ten management laws that managers must learn.

Some management rules seem simple and common, which are often easily overlooked, but they are indeed magic weapons for enterprises to improve cohesion, expand business opportunities and increase efficiency. Here are ten management rules that managers must learn.

Ten management laws that managers must learn 1

1. Mattler's law

Mattel's law, also known as the 80∶20 law, takes 80∶20 as a certain proportion, and advocates that business operators should focus on the key 20% instead of covering everything.

From the perspective of human resource management, business operators should focus on managing the business backbone that accounts for 20% of the total number of employees, seize the backbone of enterprise development, and then use this 20% minority to drive the majority that accounts for 80% to improve enterprise efficiency.

From the marketing point of view, business operators should seize the key commodities and key users that account for 20% of the total, and infiltrate their operations, so as to achieve the effect of taking the lead and moving the whole body.

From the financing point of view, business operators should invest limited funds in key projects accounting for 20% of the total production and operation, constantly optimize the investment of funds and improve the efficiency of capital use.

2. davidow's Law

Davydov's Law is named after davydov, vice president of Intel Corporation. Davidow believes that an enterprise must always be the first to develop a new generation of products and the first to eliminate its own products.

The basic point of this law is to pay attention to the effectiveness of market development and interest division. People always take the lead in market competition, because only by entering the market first can they get a bigger share and high profits more easily. Intel Corporation abides by davidow's Law in product development and promotion, and has always been a developer and advocate of microprocessors. Their products are not necessarily the best and fastest, but they must be the latest. To this end, they do not hesitate to eliminate their products, even if they sell well in the market.

Davidow's law reveals the true meaning of success as follows: constantly create new products, eliminate old products in time, make new products enter the market as soon as possible, and form new markets and product standards with their own successful products; Then form large-scale production and obtain high profits.

3. Murphy's Law

Murphy's law originated from the study of "the influence of sharp deceleration on pilots" conducted by the US Air Force in 1949. Volunteers in the experiment were tied to a rocket-driven sled, and when the sled suddenly stopped, the experimenter would monitor their condition. This monitoring instrument is a kind of armor designed by eddie murphy, the captain engineer of the Air Force, which is equipped with electrodes. One day, the technician was very surprised that the armor did not record any data that is usually considered correct during the test. Murphy later found that every electrode in the armor was misplaced, so he improvised: If one thing can be achieved in two or more ways, and one of them will lead to catastrophic mistakes, then such mistakes will often occur.

Murphy's words were later widely circulated and summarized as Murphy's Law: If a bad thing is possible, no matter how likely it is, it will always happen and may cause greater losses.

4. veblen effect

A pair of leather shoes with similar style and leather are sold in 80 yuan in ordinary shoe stores. It costs several hundred yuan to enter the counters of big shopping malls, but some people are still willing to buy them. 1.66 million yuan spectacle frame, 68,800 yuan commemorative watch and 1.68 million yuan top piano, which are almost "sky-high" in circulation, can often be popular in the market.

In fact, consumers buy such goods not only for direct material satisfaction and enjoyment, but also for psychological satisfaction to a greater extent. This has led to a strange economic phenomenon, that is, the higher the price of some commodities, the more they can be favored by consumers. Because this phenomenon was first noticed by American economist Van Buren, it was named "veblen effect".

With the development of social economy, people's consumption will gradually shift from pursuing quantity and quality to pursuing taste and style with the increase of income. As long as consumers have the ability to make such emotional purchases, "veblen effect" will appear. Knowing veblen effect, we can also use it to explore new business activities.

5. "Govin Mary" effect

The "Govin Mary" effect is a term in educational psychology, which means to give the educated a psychological hint: you are good at it, you can do better, let the educated know themselves, tap their potential and enhance their confidence.

In the case of being praised and rewarded, the praised person will naturally keep pursuing progress to adapt to the needs of the work more quickly; Those who are not praised will also get psychological hints. As long as you work hard, the opportunity will come.

6. Hawthorne effect

Hawthorne Factory, a suburb of Chicago, USA, is a factory that manufactures telephone exchanges. This factory has perfect entertainment facilities, medical system and pension system, but the employees are still very wronged and the production situation is not ideal. In order to find out the reason, in June1924165438+10, the National Research Council of the United States organized a research group attended by psychologists and other experts to conduct a series of experimental studies in this factory. The central theme of this series of experimental studies is the relationship between production efficiency and working material conditions. There is a "talk experiment" in this series of experimental studies, that is, in more than two years, experts have had more than 20 thousand individual conversations with workers, and it is stipulated that during the conversation, workers' opinions and dissatisfaction with the factory should be listened to patiently and recorded in detail; You are not allowed to refute and reprimand the workers' dissatisfaction.

This "talk experiment" has received unexpected results: the output of Hawthorne factory has been greatly improved. This is because workers have long been dissatisfied with the various management systems and methods of the factory and have nowhere to vent. The "talk experiment" made them vent all these dissatisfaction and feel comfortable and motivated. Social psychologists call this wonderful phenomenon "Hawthorne effect".

"Hawthorne effect" inspires us that there will be countless wishes and emotions in a person's life, but only a few can be satisfied in the end. Don't suppress unfulfilled wishes and unsatisfied emotions, but do everything possible to let them out, which is very beneficial to people's body and mind and work efficiency.

7. "goldfish bowl" effect

The goldfish bowl is made of glass and is very transparent. No matter from which angle, the situation inside is clear. Applying the "goldfish bowl" rule to management requires leaders to increase the transparency of their work. With the transparency of the work of the unit, the behavior of leaders will be placed under the supervision of all subordinates, which will effectively prevent leaders from enjoying privileges and abusing power, thus strengthening the self-restraint mechanism of leaders and enhancing the centripetal force and cohesion of the unit.

8. Hedgehog Rule

The rule of "hedgehog" can be vividly illustrated by such an interesting phenomenon: two sleepy hedgehogs huddle together because of the cold, but because each has thorns, the other can't sleep well. So they left a distance, but they were too cold to stand, so they got together again. After many twists and turns, the two hedgehogs finally found a suitable distance so that they could get each other's body temperature without being pricked.

The rule of "hedgehog" is the "psychological distance effect" in interpersonal communication. Leaders should learn to use the "Hedgehog" rule to keep proper relationship with subordinates. They can neither be above themselves nor confuse themselves with their subordinates.

9. Matthew effect

There is a story in Matthew in the New Testament. Before starting a long journey, a king gave each of his three servants a piece of silver and told them, "Go into business and come to see me when I come back." When the king came back, the first servant said, "Master, I have earned the 10 silver you gave me." So the king gave him 10 city. The second servant reported, "Master, I earned the five dollars you gave me." So the king rewarded him with five cities. The third servant reported, "Master, I have been wrapping the silver ingot you gave me in a towel, and I dare not take it out for fear of losing it." So the king ordered the third servant's silver ingot to be given to the first servant, and said, "What is missing, even what he has, should be taken away. If you have more, give it to him and tell him that the more the better. " This is the Matthew effect, which reflects a common phenomenon in today's society, that is, the winner takes all.

For the development of enterprises, Matthew effect tells us that if we want to maintain an advantage in a certain field, we must expand rapidly in this field. When you become a leader in a certain field, even if the return on investment is the same, you can get more benefits more easily than the disadvantaged peers. And if you don't have the strength to grow rapidly in a certain field, you must keep looking for new development fields to ensure better returns.

10. Washington cooperation act

Washington's cooperative law says: one person perfunctory, two people shirk each other, three people will never accomplish anything. It's a bit like the story of "Three Monks".

The cooperation between people is not a simple sum of manpower, but much more complicated and subtle. In the cooperation between people, assuming that everyone's ability is 1, the cooperation result of 10 will sometimes be much greater than 10, and sometimes even less than 1. Because people are not static things, they are more like energy in different directions. The two push each other and naturally get twice the result with half the effort, but if they contradict each other, nothing will be achieved.

Ten management rules that managers must learn. The second part focuses on ideas.

In the past, the feudal paternalistic style of treating management posts as officials and employees as tools should be abandoned. Instead, we should respect the personal value of employees, understand their specific needs, adapt to the supply and demand mechanism of the labor market, and rationally design and implement a new employee management system based on the principle of two-way choice. It is the basis of competitive advantage to regard people as the important capital of an enterprise and implement this concept in the specific management work of the enterprise, such as system, leadership style and employee salary.

Set high goals

The key to retaining talents is to constantly raise requirements and provide them with new opportunities for success. Everyone wants to win, and loving challenges is the common performance of excellent employees. If enterprises can constantly set higher goals, they will stay. As a manager, you should realize that employees need more opportunities to use their brains to help enterprises and get recognition when they grow up. So you must create and design some challenging opportunities to stimulate employees to pursue higher performance. Only when employees feel that they can get constant support and learn new things in their work will they stay and be more loyal to the enterprise.

Communicate frequently

No one likes to be kept in the dark, and employees will have a lot of dissatisfaction and opinions, although some are correct and some are incorrect. Therefore, employees and employees, employees and leaders need to communicate frequently, consult employees' opinions on the company's development, listen to employees' problems, and talk about their own views on these opinions and problems. What is acceptable? What is unacceptable? Why? If the enterprise has difficulties, it should be made public and tell employees that the enterprise needs their help. Remember, papers are not respected and employees want to know the truth.

Authorization, authorization, re-authorization

Authorization is the most effective incentive method in management. Authorization means that grass-roots employees can make correct decisions by themselves, that you trust him, and that he and you are taking responsibility at the same time. When a person is trusted, generate will show more enthusiasm and creativity. Therefore, we suggest not to make every decision by managers, and not to do things that can be authorized by ourselves. Managers should play the role of supporters and coaches.

Guide employees to develop their personal careers.

Every employee will have ideas about personal development and think that his ideas are correct. It is wise to make a development plan suitable for each employee. We suggest that in daily conversation, when evaluating employees' performance, we should often ask employees what their career development goals are, help them understand their strengths and weaknesses, formulate practical goals and methods to achieve them to support employees' career planning, and then try our best to train and support employees. It is unwise to educate and train employees without paying attention to their specific ideas and needs.

Involve employees.

More and more, we find that in practical work, the people who have the most ideas are often those who are directly involved in task execution. Involve front-line employees and let them know that you value their opinions. Employees don't want to be given simple orders and instructions, they want to play a more important and meaningful role in their work, and they are eager to participate in decision-making. When employees want to participate, but you don't give them the opportunity, they will alienate management and the whole organization. If you can respect the opinions of employees, even if you don't adopt their suggestions in the end. You will find that they will be more willing to support your decision.

keep one's word/promise

Maybe you don't remember what promise you made to someone by accident, or you think that promise is not important at all. But remember, your employees will remember everything you promised them. As a leader, any seemingly insignificant behavior will have an impact on others in the organization at any time. You should be alert to these influences. If you make a promise, you should be responsible for it.

If you have to change your plan, you should explain the change to the staff. If you don't or don't clearly express the reason for the change, they will think that you have broken your word. If this happens frequently, employees will lose trust in you. Losing trust in employees usually leads to a loss of loyalty.

Praise employees more.

A sense of accomplishment can stimulate employees' enthusiasm for work and meet their internal needs. In the long-term work, we summarized the following rewards:

Open reward standard. Let employees understand the reward standards and the reasons why others get rewards.

Give praise and rewards in an open way. If praise and reward are not made public, it will not only lose its own effect, but also cause a lot of gossip.

Reward with sincerity, don't overdo it, and don't be glib.

The limit of reward is very important. Reward what just happened, not what has been forgotten, otherwise the influence of the reward will be greatly weakened.

Allow failure

We should trust and support employees' beneficial attempts, and they can help our enterprises to innovate. Don't punish employees for failure. The failed employees have felt very sad. We should emphasize more positive aspects and encourage them to continue their efforts. At the same time, help them learn to learn in failure, find the reasons for failure with them, and explore solutions.

A beneficial attempt to criticize or punish is to stifle innovation, and as a result, employees are unwilling to make new attempts.

Establish norms

It is necessary for every enterprise to establish a strict management system to regulate the behavior of employees. We can describe the workers in each position in detail, so that every employee knows what he should do, who he reports to, what rights he has and what responsibilities he bears. Of course, this restriction cannot be too strict, but it must be. Establish reasonable norms, and employees will act within the prescribed scope. When it goes beyond the prescribed scope, employees should be required to obtain the permission of management before proceeding.

In addition, we can also start from the following aspects:

1. Fairness: Fairness is justice, which requires leaders to treat employees equally, regardless of personal relationships. Regardless of the thickness, whether the leader is fair or not has a fundamental relationship with the enthusiasm of employees.

2. Trust: If a team lacks trust, the consequences will be fatal. Enthusiasm proves the trust of leaders to employees, and it is also the trust of employees to leaders. Trust is mutual, and unilateral trust will not last long. I believe in mutual trust. Every employee is an important person in this company.

3. Positioning: Give yourself an accurate positioning. No matter what the reason is, you can do as much as you want. After the intervention, you should reposition yourself and understand your goals. Success belongs to the persevering. I'm not afraid that the leader will laugh at me when he sees it. I will set new goals for myself after I enter the spirit. I want to be a VIP manager, and I am a regional manager according to the current division. It doesn't matter whether you will succeed in the future. The point is that I tried my best. I won. I know myself from failure. Learn from practice. I believe I will succeed, because I have enough courage and confidence to face setbacks.

4. Respect: As a foreman, he is the leader of front-line employees and has one of the main factors that directly drive the enthusiasm of this team. And other team imitators, how to really and effectively drive the enthusiasm and enthusiasm of employees, of course, salary is one of the important things. But in our entertainment place. It is the duty of our foreman and supervisor to arouse the enthusiasm of employees. Can you take this team well? How can you take this team well? First of all, do employees respect us? Will employees be willing to accept orders from a disrespectful leader? I believe that leaders who can truly set an example will gain the respect and trust of employees. As a leader, you should strengthen your beliefs and work towards your goals, so that you can become an example. Why not?

5. Humanization: What I know best is militarized management. Now the security department also adopts militarized management, and get to the point. Humanized management is a respectable management method. Put it simply. I am a resident of the north, when I first managed the store in Chengdu. It is managed according to the style of northerners. But after a few days, I found that management has not improved, but communication is a problem. After a lot of research and discussion. I use the personality of local employees to solve the problems of local employees, and the effect is really multiplier. My understanding of human nature is that we should be respected by others, but before being respected, we should put down our leadership and care for others. Let the other person have the same face, he will feel respected, and he will come to us to discuss the problem and express his thoughts. Views. Comments and suggestions. Only when the time comes should employees be motivated, but at the same time, the feelings of other employees should also be taken into account. This is a style of human nature management, which is once again summarized as humanization by reduction. No matter what a person does, he will do it well as long as he is happy, even if the work is difficult.