Please give me some examples of successful managers. Thank you.

Zhang Ruimin summarized Haier’s management model in 12 words: “Eclectic, innovative and developed, unique”.

In Haier's Slope Sphere Theory, basic management named after OEC is the stopping force for corporate management and corporate development.

Many companies come to Haier to visit and study, hoping to learn from the OEC management model, but few can succeed.

The reason is that these companies simply learn the management system and fail to realize that the success of the OEC management system must be based on corporate cultural values.

Haier's OEC management system is a successful example of corporate on-site management and detail management, embodying the essence of scientific management originating from the West.

This management system requires employees to strictly abide by the system and absolutely obey management.

Due to the differences between Chinese and Western cultures, in accordance with the psychological principles of interactionism in social interaction, employees' absolute compliance and implementation of the OEC system must be based on the management's "benevolence-based" basis.

Haier's OEC management system is not independent. It is combined with other practices that embody the Confucian "benevolence-based" values ??to ensure that the monotonous, boring and strict OEC management system can be implemented and maintained.

At Haier, practices that embody the values ??of “benevolence-based” include the following.

1. "Fan Ping Incident" and the 80/20 Rule

On July 12, 1995, Haier Washing Machine Co., Ltd. announced a decision: Quality inspector Fan Ping had a weak sense of responsibility, causing the selector switch plug to become unplugged. Mistakes or missed inspections will result in a fine of 50 yuan.

Haier’s senior management is keenly aware of the philosophical proposition revealed by Fan Ping’s missed detection: chance contains necessity.

Fan Ping's missed inspection was accidental, but if the product quality was as high as that of American GE products, this accident would not have happened.

And what is "inevitable"? The answer is: management loopholes! "Haier News" took the lead in building momentum on July 19, 1995, and asked by name: "What responsibilities should Fan Ping's superiors bear?" This incident caused great shock throughout the company. Everyone commented one after another, and finally reached a consensus: the key to the development of an enterprise lies in talents, and the key to people lies in the level and style of cadres.

What is. Leadership? "Leaders must bear leadership responsibilities." To assume leadership responsibilities is not to just talk or criticize oneself indifferently, but to take real actions and feel the pain of this incident.

Finally, the person in charge of quality fined himself 300 yuan and made an in-depth written inspection. This further established an important principle in Haier culture: the 80/20 principle (that is, any fault that occurs in the company, management Everyone has to bear 80% of the responsibility); for the majority of employees, they also have an image and essential understanding of the concepts of "you are in me, you are in me, cooperation is beneficial, and continuity" in business operations. .

The critical minority restricts the secondary majority.

Managers account for 20%, and they are also the critical minority.

Management must grasp the key. Only a few will seize the system, so that the entire enterprise can operate effectively.

How to truly manage 80% through 20%? Managers must also bear 80% of the responsibility.

Through "involvement", managers can always maintain close supervision of their subordinates.

In the TV series "Interpretation of Haier", the film In an interview with Yang Mianmian, the then executive vice president of Haier Group, she explained that "workers make mistakes, and cadres are punished." She said: "When Mr. Zhang and I have disagreements, then I will do it." Listen to him; similarly, like Chai Yongsen, my subordinates and I may have disagreements. As a subordinate, when I don’t think it through, I still do what I do. If something goes wrong, the superior must be held responsible. Mistake, if I am not responsible for it, then how will he do what I do in the future? I still blame it on him, pushing it up and down, which is called irresponsibility; the top blames his leader, and the bottom blames his subordinates. , then what did he do? It means he didn’t.

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Because of the interactionism of social interaction in Confucian culture, phenomena such as buck-passing and wrangling in the work process are often caused.

The general method of handling is " "Everyone gets a 50% slap in the face".

Haier's 80/20 principle requires managers to take leadership responsibilities and main responsibilities. Not only do they have to be beaten, but they also get an 80% slap in the face.

Since Haier's middle managers have to bear greater responsibilities and face more uncertain factors (brought by the faults of subordinate employees), Haier's strict OEC management will not be criticized by employees.

2. "Three Hearts for One Heart" and "The Book of Solving Problems"

An old saying that Zhang Ruimin likes to quote is: "Those who have the same desire above and below win.

"Business leaders must work hard to consider and care for people.

Haier emphasizes "three hearts for one heart": "To solve sufferings, we must be enthusiastic, to criticize mistakes, we must be sincere, and to be ideological. "You must be considerate at work", in exchange for employees' "iron heart" for the company.

Enthusiasm

Haier has an operation system to help employees solve practical difficulties in life in a timely manner.

The company has organized a self-help rescue team, and each employee has a "Troubleshooting Book". If you have any difficulties, you only need to fill in a card or make a phone call, and the troubleshooting team will send someone to solve it at any time

For more than 10 years, Haier has implemented a red and yellow card system for middle-level and above-level cadres.

At the monthly evaluation meeting for middle-level cadres, the best performers are judged. With the worst cadres, the best ones are given red cards (praise) and the worst ones are given yellow cards (criticism), and the situation is analyzed in detail so that the criticized cadres can clearly understand where they went wrong and the direction of their efforts.

At Haier, interpersonal relationships are transparent and the assessment system is open.

Intimateness

Intimateness is reflected in the establishment of various systems to understand what employees think and what they want the company to do.

① The semi-annual employee representative conference system

Allows employees to fully express their opinions and participate in the democratic management and supervision of the company

Involves employees. Major decisions of vital interest must be discussed and approved by the workers' congress before they can be implemented.

Employees participate in the evaluation of leading cadres, and the proportion of workers in the evaluation of cadres is not less than 1/3. < /p>

②Various forms of discussion meetings.

The group stipulates that each business department holds a discussion meeting twice a month, and each company, branch factory and workshop holds a discussion meeting at any time.

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Employees and leaders should speak openly and honestly

③ "Heart Bridge Project"

Use "Haier People" to open up the "Heart Bridge Project" column. Reflect what you don’t want to say in public.

Haier’s concepts and practices of “three minds for one mind” and “solving worries and solving problems” have prominent characteristics of Eastern Confucian cultural values ??and are a typical embodiment of family culture. .

3. Shame culture and 6S Big Footprint

"6S Big Footprint" is Haier's original method to strengthen production site management.

Haier. In the production workshop, there are two big footprints in the meeting place before and after the shift, which are called "6S Big Footprints".

If anyone violates 6S (sorting, rectifying, sweeping, cleaning). , safety, literacy), when you have a meeting after work, you must stand on these two footprints in front of everyone, reflect on yourself, and the person in charge will explain the situation and educate and criticize.

At the end of the meeting, everyone. After leaving, people standing in 6S can leave only after getting permission from the person in charge.

This management system based on the culture of shame effectively regulates employee behavior through negative incentives.

The improvement of enterprise management level depends on the performance and quality of both managers and managed people. In addition to focusing on the quality of cadres in accordance with the 80/20 rule, 6S ??Big Footprint Management also regulates the professional behavior of employees, Improving the quality of employees and strengthening the basic management of enterprises will be of great benefit.

The reason why this management method is effective is that this system is based on the unique cultural psychology of Chinese employees.

Cultural concept

Haier President Zhang Ruimin believes that the main task of business leaders is not to discover talents, but to establish a mechanism that can produce talents and maintain this mechanism in a healthy and lasting manner. run.

This talent mechanism should give everyone the same opportunity to compete, turn static into dynamic, turn horse racing into horse racing, fully tap everyone's potential, and talents at every level should be supervised. , pressure and motivation coexist in order to adapt to the needs of the market.