How to learn from the successful management of New Oriental

Why can New Oriental succeed? This is a matter of opinion. The author thinks that the success of New Oriental is not only the success of educational concept, but also the success of management. The "secret" lies in putting students first, "training teachers with high salaries" and introducing standardized and advanced enterprise management systems.

More than 6 million students have been trained. As of May 3, 2006, there were 25 schools, 1 1 learning center and 13 bookstore, accounting for more than 50% of the national English training market. On September 7, 2006, it became the first educational enterprise listed in the United States in the world. Imagine/kloc-0.5 years ago, when Mr. and Mrs. Yu posted "small advertisements" along roadside telephone poles in the cold wind, I am afraid that few people, including the founder of New Oriental, could imagine the future glory of this small English training class. ...

As a bystander, I certainly don't have the unforgettable personal experience of the people involved, but sometimes I may see it more clearly. From watching Lu Yuegang's Oriental Carriage-The Legend from Peking University to New Oriental, to paying attention to the wonderful comments made by the judges in CCTV's Winning in China, the author, like countless people who silently care about New Oriental, is full of interest in this "product of China's educational failure" (Xu Xiaoping, one of the founders of New Oriental).

Some commentators said: "Compared with the New Oriental Group, which has achieved amazing development, should many public universities, especially some' prestigious schools' that have received a lot of support from the state and enjoy various preferential resources, reflect?"

So, what is the reason for the success of New Oriental? On March 28th, 2008, the chairman of New Oriental Education Technology Group visited Sina. Com, and once summed himself up like this.

First, the most important person in the school, that is, the founder or manager, must first have a sense of mission. This sense of mission definitely does not mean how much money I want to invest, how much money I earn, and how to go public abroad, but how I can give my students a satisfactory result through the improvement of teaching quality after my students come in.

Second, any educational institution is the product of cultural cohesion. If we just combine several institutions and buy one today and one the day after tomorrow, we will end up in a very bad situation: it looks like an educational institution, but everyone is twisted together, and there is no unified culture and concept, so it will not last long.

Third, we should look at education from a longer-term perspective and have enough patience. Without ten years' education, people will not recognize your brand.

Such a summary is not brilliant, but it may lack immediate reference. Although some experts say that New Oriental is "unrepeatable", it is mainly about its development path and financing means. Judging from the management system, the school must have other educational institutions to learn from, otherwise New Oriental will not become a bubble.

Based on this, on the basis of long-term observation, the author finds out three inspirations for the success of New Oriental: students first, paying attention to talents and enterprise management.

Students first: turn slogans into systems.

All for the students, all for the students. Now this slogan can be seen in almost all kinds of schools at all levels in China, but realistically speaking, it has been really implemented too little. Perhaps, the large-scale collapse of school buildings in the Sichuan earthquake is an example. ...

On the other hand, New Oriental has always put students first since its establishment. In Yu's words, "You should meet the needs of students and even improve their needs. For example, the student originally wanted to drink a glass of water, but after your teaching, he finally wanted to drink two glasses of water, and his dreams and ideals were improved. I think this is a sense of mission in education. "

In fact, respecting and serving students is probably the * * * knowledge of private education institutions in China now, because without students, these institutions will have to close down! Comparatively speaking, life in public educational institutions is much more comfortable. Have you noticed that some local colleges and universities have failed to recruit students for various reasons, and even been "red-flagged" by the education authorities, but even if the teachers have no classes, they still "deserve a lot". Just imagine, how can this system of drought and flood protection arouse their sense of crisis and motivation to serve students?

In recent years, the employment of college students has become a difficult problem that puzzles the whole society. There are various reasons for this. However, if we evaluate objectively, we will find that the rigid professional settings and scripted teaching methods in some universities are seriously out of touch with social needs. Students come to school to study. If what they learn is useless, what is it from the school?

From this point of view, New Oriental's "professional setting" and "classroom teaching" are closely around the actual needs of students, from the earliest TOEFL and IELTS to the later CET-4 and CET-6 exam training, children's English enlightenment, and even the outstanding vocational education center ... If these training courses are not set for the actual needs of society and market, will anyone sign up for these training courses? If the learning effect is not good, will everyone still flock?

Secondly, in the classroom teaching, the teachers of New Oriental take great pains to make students of different ages and identities listen attentively. Everyone who has participated in the training of New Oriental has a deep understanding of this point: on the surface, it is rich English knowledge and test-taking skills, and once again it is a humorous and relaxed classroom atmosphere, which finally affects the new Oriental spirit of "looking for hope in despair and creating new glory in life" for almost a generation.

Paying attention to talents: starting with hiring teachers with high salaries

This year marks the 30th anniversary of the reform and opening up, and all walks of life are carrying out various forms of retrospective activities. And "respecting science and talents" was once a famous policy in the process of reform, which influenced a generation of intellectuals in science and education and rejuvenated them.

However, respecting talents or attaching importance to talents must be implemented in order to play its due role. Many units used to have a jingle: treat people with things, leave feelings for people, and leave a career for people. That's good, but how much can you actually do?

Take the school as an example. As we all know, excellent teachers are the precious wealth of the school. However, during Teachers' Day every year, judging from the "complaint posts" about teachers' treatment published by teachers at all levels on major websites, teachers' treatment has not received due attention in many places and schools. Limited by the system, public educational institutions may rely on superior policies to improve the treatment of teachers on a large scale, which is not something that a school can solve independently. However, private educational institutions, such as the three famous "chain aristocratic schools" in previous years-Guangdong Nanyang, Jiangsu Jinshan Bridge and Shandong Shuangyue Garden, are all private educational groups that once lost to New Oriental. Although the salary of teachers is slightly higher than that of public schools, it is far from New Oriental.

In 2002, Hu Min, former president of New Oriental Education Technology Group, said in response to a reporter's question from 2 1 Century Talent News: In just a few years, New Oriental has produced many teachers with millions of net worth. These teachers are not "soft" in borrowing money to buy a house and a car, because "they expect their income to be absolutely affordable. Teachers are the most precious wealth of New Oriental. And millions of people are naturally the embodiment of this concept. " The human resources director of New Oriental said: "Teachers in New Oriental can earn a lot of money from the school for a lifetime after working for a few years." In this regard, Luo Yonghao, a famous English teacher who has left New Oriental, once "revealed" in his blog: his annual after-tax income of substitute fees is over 400,000-in fact, these are all things before the listing of New Oriental. ...

Then, why are there so many impressive "famous teachers" in New Oriental? In addition to material encouragement (this is very important), there is a widely circulated article, which is the "introduction" of the special report of New Oriental, summarizing two points of the "successful enlightenment" of New Oriental. One is that it breaks the "reading is useless" and makes teachers who master knowledge become "people who get rich first". The other is the "customer mentality" of New Oriental teachers, which comes from the traditional teacher grading system in New Oriental, that is, whether to stay or not is really up to the learners themselves. In the words of an expert from the Chinese Academy of Sciences: "Such a group of people who really regard students as gods and put the teaching content into the spirit can't be copied or even caught up with other training institutions in a short time!"

So in a sense, "the success of New Oriental lies not in the business model at all, but in the people of New Oriental, who are the best among the more than 5,000 teachers and employees of New Oriental, and have promoted the rapid progress of New Oriental." How to mobilize the enthusiasm of these talents may be a problem worthy of consideration by decision makers of all educational institutions in China.

Corporate management: standardizing school management

The management of New Oriental is closely related to the development of New Oriental. From the husband and wife's entrepreneurship, even the family management controlled by the mother, to the introduction of "turtles", a "modern enterprise system" like a real enterprise has been gradually established, and even listed on the New York Stock Exchange in the United States, it has become a "transparent" public education company. During this period, it also experienced various setbacks, changes and quarrels, and finally achieved today's New Oriental.

Is New Oriental a school or an educational institution? Or a company or enterprise whose main purpose is profit? This is also a matter of opinion.

Not long ago, a "cadre" of New Oriental who didn't want to be named spoke in a public place, bluntly saying that New Oriental is a profit-making organization ... The author believes that one thing may be recognized, whether it is "surname education" or "surname enterprise", that is, the management concept, management system and management method of New Oriental have already surpassed the management of ordinary schools, but a "quasi-transparent organization" measured by the standards of American listed companies. In a sense, it may be closer to the "for-profit universities" that have emerged in Europe and America in recent years and are different from traditional universities.

Let's review the history of New Oriental again, perhaps in this way, we can get rid of the "fog" and find the source.

There is no doubt that the early New Oriental is a small English training class that can still be seen on the street now. At that time, many things had to be done by Yu and his wife, including putting up small advertisements on telephone poles-it was not easy for New Oriental to survive at that time. What about management? If you insist on a statement, it is of course a typical "small family workshop model"!

At this stage, a hidden danger is buried, that is, the intervention of mother Yu. As we all know, Yu is a dutiful son and his mother has a great influence on him. Apart from the limitations of this shrewd rural old lady, this is the scene where Yu kneels to the old lady in public. ...

It is no exaggeration to say that it was Yu's kindness and generosity that made his turtle classmates and friends get to know each other. If I were someone else, I would definitely think: Why should I give my land to others? Since then, there have actually been troubles and entanglements between Yu and his classmates, mostly around the management of the school. There was a time when I was "out of the office", but everyone soon found out that New Oriental really couldn't live without him.

In fact, it is in this collision and running-in of Chinese and foreign cultural concepts and management ideas that New Oriental grew up bit by bit, showing geometric growth, and a brand-new management system suitable for the development of New Oriental was established and improved day by day until it was successfully listed in the United States.