What is "people-centered management"?

"People-oriented" is the most important trend of modern management development.

Author: anonymous article Source: Corporate Culture Network

To meet the challenge of market competition and the arrival of the era of strategic competition, we must become world-class and have world-class cultural competitiveness.

We must be world-class, because the world has been globalized. Globalization is the globalization of market, resources, technology, management and talents. It makes everything compete in the world and is at the first-class level in the world. We go out in the global competitive environment; We are on one side, and a world-class company comes in to compete with you. If you build a plane, Boeing and Airbus will compete with you. When you make cars, there are giants such as Renault, General Motors, Ford, Toyota, Daimler-Chrysler, etc., and classic cars such as Rolls-Royce, Ferrari and Volvo compete with you. De Beers produces diamonds, L 'Oreal produces cosmetics, Wal-Mart produces supermarkets, McDonald's and Pizza Hut produce fast food, Coca-Cola produces drinks, and Procter & Gamble produces toothbrushes and toothpaste. There are world-class companies, brands, products and competitors behind almost all products that can be globalized, and global production, marketing and service are implemented. Behind these world-class companies, a large number of world-class companies follow closely. For example, after Baker Beer and Budweiser Beer, there are Heineken, Asahi, Blue Ribbon and Suntory.

The global network and media send most information directly to everyone around us, and the network brings the world and information to everyone. Most operators and consumers in the world can know which product has the best cost performance and which brand is the best in the world. Global companies have the ability to broadcast the same advertisement in more than 0/00 countries around the world, so that billions of people around the world can get consumption information in a short time. Today, a blockbuster movie, a kind of computer software, can be sold all over the world immediately after spending hundreds of millions of dollars on public relations, advertising and promotion. The globalization of information forces us to be world-class, otherwise you will soon be eliminated by the market and die in this battlefield without smoke.

A concise and powerful development strategy adopted by the world's first or first-class companies is to make a product (service) or a part, or even raw materials first or first-class in the world, and then chain, expand or sell them all over the world. The world music market is monopolized by five major record companies in Europe and America. Although Wal-Mart and Carrefour don't make cars, most cars in the world have their parts. The expansion strategy of making a certain point (steering wheel, mouse, paper, cowhide) the best in the world and then selling it globally and maximizing it is enough to strengthen global competition. The management mode of global procurement and global allocation has concentrated the advantages of global resources, capital, management, talents and technology, and raised the comprehensive competitiveness to the global level. At present, the main parts of a car come from more than 20 countries and regions around the world, and each part is not only the most ideal in cost performance, but also the best in the world. The engine comes from General Electric or Mercedes-Benz, the chair comes from America, the screws of the chair come from Japan, the foreskin of the chair comes from Italy, the filled rubber comes from Malaysia and the paint comes from Germany. This means that if you build a plane, you should be world-class. If you just build a tire under the plane, it should be first-class. Even if you are not the first bolt on the tire, you must be first-class. Neither economic globalization nor market globalization has left a place for second-rate students. A market rule of IT industry is that if a company or product is the first in the world, it can automatically obtain 60% of the global market. Then, as the market share is swallowed up by the world's second and third places and a number of first-class companies, it is conceivable that there is not much left. In industries that can be mass-produced and meet people's general needs, most of the top 10 companies in the world control 70% ~ 80% of the global market, such as automobiles, refrigerators, televisions, rice cookers, film and television equipment, media, music and movies.

In the state of economic globalization, as a company (including a city or a region), there may be four ways out: first, to become a world-class or first-class company and maintain a leading position in a certain industry or product; Second, become a subsidiary or service company of a world-class or first company (enter its procurement, production, sales or service sequence); Third, survive and develop in industries that cannot be globalized (such as medical care, catering, education and other industries); Fourth, survive and develop in areas that global companies have not yet reached. The first two ways out, we must become world-class or first-class; The latter two outlets must be domestic or regional first-class or first-class; And being first-class or first-class is what they have, and world-class or first-class is their ultimate way out.

However, what makes them world-class and highly competitive? It is a kind of culture, that is, the universal conscious concept and mode system of a nation, country or company. How do we become world-class? We also need culture, that is, by strengthening cultural construction and raising culture to the height of cultural strategy, we can have cultural competitiveness, which is a new requirement put forward by strategic competitiveness.

Strengthening cultural construction, creating and forming cultural strategic competitiveness has reached the stage of operation and implementation; Planning and introducing cultural strategies has reached the stage of tactics and campaigns. Cultural strategy competition has begun. Take the company as an example. World-famous big companies will adjust their cultural strategies when market conditions and competitors change, and when they conduct cross-cultural development, merger and marketing. The setback in the development of Silicon Valley made them re-examine the culture of Silicon Valley. Some industry leaders in Silicon Valley are thinking about what they can learn from Microsoft in Seattle. In order to gain more market share, Coca-Cola Company also adjusted its cultural personality. Allianz, Cisco, DaimlerChrysler, Hewlett-Packard and some other top companies in the world hope to make their culture more accurate, clear and systematic, so as to improve their strategic competitiveness and support their sustainable development.

Because this culture is an ultimate competitiveness, it can not only determine the fate of a group, but also be the first competitiveness of a company. Here we will analyze the principle that culture is a kind of ability and the first competitiveness, and take several companies as examples to see how cultural personality supports these companies to become world-class.

First, seize the opportunity to change the corporate culture.

The timing of corporate culture change is a very important issue, which can get twice the result with half the effort. Go against the times and get twice the result with half the effort. In the future, enterprises should attach great importance to the transformation of corporate culture, and at least conduct a comprehensive cultural evaluation.

1, initial construction period of the enterprise

Strictly speaking, this opportunity is not the change of corporate culture, but the construction of corporate culture. When the enterprise is newly built, everything is new. In particular, the new team and new employees come from all corners of the country, and everyone brings their past experiences and the culture of the original unit. This period is the most intense period of multicultural blending. If there is no dominant corporate culture to regulate their own thoughts and behaviors, it is difficult for enterprises to form a unified will, unified norms and unified actions. Therefore, in the initial stage of an enterprise, we should put the construction of corporate culture and the construction of hardware such as factory buildings and equipment in the same important position and make overall plans. At the same time, we should also see that the initial stage of enterprise construction is also the time when the cost of enterprise culture construction is the lowest. This is because the corporate culture in the initial stage has not been finalized and is still in the development stage. There is no resistance to change, and a blank sheet of paper can outline the most beautiful picture. At the beginning of their business, some newly-built enterprises in China pay attention to two things in management, one is the construction of international quality assurance system, and the other is the construction of corporate image (CS), which can promote the overall management of enterprises. This experience is worth learning from.

2. When the enterprise is mediocre or even worse.

Inevitability means decline, and at this time a comprehensive review is needed. You can always find problems in corporate culture, which needs to be changed.

3. When the enterprise grows rapidly.

In the period of rapid growth of enterprises, there are three main reasons for the need for cultural change. First, the period of rapid growth is always accompanied by the rapid expansion of the labor force. The characteristics of corporate culture in this period are very similar to those in the initial stage. We should not only teach new employees to learn from their careers, but also teach them the truth and let them quickly integrate into the corporate culture. Second, in the period of rapid growth of enterprises, pride and even arrogance are most likely to occur. As the saying goes, "Pride goes before a fall." If it is only the pride of the main managers, it seems that the problem is not so serious. The terrible thing is that in the period of rapid growth of enterprises, it is often the narcissism of the whole enterprise, which cannot be stopped at all. At this time, we need to change the corporate culture. Third, the period of rapid growth of enterprises is often the most easily overlooked period of management. Business orders fly around like snowflakes, and the number of employees increases like nuclear fission. They are too busy to manage, so the enterprise is inevitably infected with "rapid growth disease"

In addition, when the business environment has changed greatly, but the actions of enterprises are still driven by the original culture, it is also an opportunity to change the corporate culture.

Second, corporate culture personality

Corporate culture design should proceed from the reality of the enterprise itself, make a comprehensive and detailed diagnosis of the existing cultural foundation, core cultural conditions, external cultural environment and future development direction of the enterprise, and make an overall design of corporate culture on this basis. Corporate culture should not only have great attraction, but also attract the extensive attention of employees, consumers and society. It should also be practical and adapt to the material and technical conditions, management conditions, personnel quality and macro-micro environment of the enterprise. From the brilliant achievements of Microsoft, we can easily find that its success lies not only in scientific and technological innovation and excellent management, but also in shaping the unique cultural personality of knowledge-based enterprises.

Give two small examples of Microsoft culture, from which we can fully feel the personality of Microsoft culture. First, Microsoft has a comfortable environment, including natural environment and human environment. The university campus is called campus, and Microsoft Research Institute is also called campus, which is a portrayal of Microsoft's comfortable natural environment. It includes a garden-like park with many flowers and lawns, and the beautiful Bill Lake. Basketball courts and football fields are full of campus atmosphere. A comfortable natural environment provides an elegant working environment and ensures efficient work. Second, in terms of communication, Microsoft has its own characteristics. Microsoft people believe that communication is the core of communication, an effective way to solve problems and the embodiment of team spirit. In Microsoft, there are emails, telephone calls, individual discussions, etc., and the "whiteboard culture" is the most typical. "Whiteboard culture" means that there are whiteboards dedicated to writing in Microsoft's offices, conference rooms and even lounges, so as to record some thoughts or suggestions at any time. In this way, any problems can be communicated in time and solved in time. Here, employees are fully respected and communication has become an art.

Generally speaking, the personality formation of Microsoft culture is mainly based on the following aspects: First, the personal character of Bill Gates. Bill Gates' unique personality and superb skills have created Microsoft's cultural taste. This smart, energetic and imaginative company founder tries his best to find and appoint managers who are similar to himself and are good at both technology and management. He has always emphasized the company's product-centered organization and management, transcending business functions, boldly implementing organizational innovation, and trying his best to tap talents with the same innovative spirit and cooperative spirit within the company and among candidates and entrusted them with heavy responsibilities. Bill Gates was described by his employees as a visionary, a man who constantly accumulated strength and pursued success crazily. His personal behavior has a far-reaching impact on the company. His rich technical knowledge, highly keen strategic vision and a large number of intelligent software development and management talents gathered around him make him and his company stand at the forefront of this rapidly developing industry. Gates is good at understanding opportunities and grasping these opportunities tightly, so that he can carry out his personal spirit and demeanor in the company to the end, thus making the management and product development activities of the whole company have the color of Gates.

Secondly, manage the team culture of innovative talents and technology. An important feature of knowledge-based enterprises is that they have a large number of creative talents. Microsoft culture can unite PC programmers who don't like rules, organizations and plans and strongly oppose bureaucracy, and follow the strategic principle of "forming cross-functional expert groups"; Authorized professional departments to define their own jobs, recruit and train new employees, so that the types of jobs are flexible and people can keep independent thinking; Expert group members can learn from their work and experienced people. There are not too many bureaucratic rules and interventions, no outdated formal training programs, no "professional" managers, and no "political tricks" and bureaucratic atmosphere. Managers are very capable and approachable, which makes most employees think that Microsoft is the best place to work in this industry. This team culture provides employees with interesting and ever-changing jobs, as well as a lot of learning and decision-making opportunities.

Finally, Microsoft's consistent innovative spirit. The core work in the era of knowledge economy is innovation, and the spirit of innovation should be the essence of knowledge-based enterprise culture. Microsoft people always create or enter a potential large-scale market as pioneers, and then constantly improve a good product that becomes the market standard. Microsoft constantly carries out gradual product innovation, making major breakthroughs from time to time, forming a mechanism of constant metabolism within the company, so that competitors rarely have the opportunity to pose a threat to Microsoft. Its mechanism of constantly improving new products and regularly eliminating old products has always made the company's products become or continue to become industry standards. Innovation is the core spirit that runs through the whole process of Microsoft management.

Third, establish the result orientation.

The culture of an enterprise is largely determined by the managers of the enterprise consciously or unconsciously. If the boss of an enterprise is a thrifty person, then usually the enterprise will pay more attention to cost. If the boss of an enterprise is not a very thrifty person, then the enterprise can have many regulations, but it cannot change the extravagance and waste habits of the whole enterprise. Mr. Trelawney is the largest shipping company in Europe, namely Kuhne &; The founder and boss of nagel is one of the richest men in Europe. When he enters the conference room, if the weather is fine, the first thing he does is to turn off the lights in the conference room, because if the lights are not turned on, the lights in the room will be very bright. You can imagine what kind of corporate culture such a company will have. Coincidentally, the richest ALDI brothers in Germany have the same habit. In such a very rich company, the paper used internally must be used on both sides before being thrown away.

An important principle that effective managers must follow is result orientation. The purpose of enterprise survival is to achieve certain goals, and the significance of management lies in achieving certain results. Therefore, effective managers only ask the results, regardless of the process. When this idea becomes the working principle of an enterprise from top to bottom, we can foresee that such a company will be an extremely efficient company. In five or six years, Shanghai Yangzi Credit became the largest notebook computer distributor in East China-it is very insightful to take this principle as the first business philosophy. In fact, truly enduring companies have a very strong result-oriented culture, because the market does not believe in tears, and the market will not give favors because of the efforts or investment of a person or an enterprise. The only thing the market believes in is results, not output.

World-class large enterprises-Deutsche Bank, Roland Berger-are typical results-oriented. In these companies, it is not your qualifications, your past or even how much you have contributed to this company that determines a person's fate. What determines a person's promotion is your current performance and future predictable value. Working in such a company, you sometimes feel that it is an ungrateful company with no memory; However, it is the strong future-oriented result orientation that enables such companies to maintain their competitive advantage and talent vitality for a long time.

In China, corporate culture is usually opposed to result orientation. Talking about corporate culture usually makes people think of how to treat subordinates well, how to satisfy employees, how to make employees happy, and how to make employees feel more ownership. The way to do this is not to put pressure on employees. However, if enterprises forget the result orientation while doing so, brutal competition may make enterprises unable to survive.

Results-oriented should be the foundation of corporate culture. On this basis, an enterprise can do many things to improve the enthusiasm of employees. Without this foundation, enterprises can only give people a good feeling when the weather is good, but they are at a loss when the weather is bad.

Fourth, building "people-oriented"

Corporate culture construction is an important part of modern management. Modern management theory holds that people have a dual position in management; The manager and the managed. The subject of every link in the management process is human, and human behavior is the core of the management process. Therefore, "people-oriented" is the most important trend of modern management development.

Corporate culture theory is a brand-new management theory born in line with this trend, and its central idea is "people-oriented", so it naturally becomes an important part of modern management.

The material resources, financial resources and information resources of an enterprise are limited, while the development of human resources is endless. Under the condition that China's productivity is backward, capital, raw materials and other resources are in short supply, and human resources are extremely rich, the development and management of human resources can also be better utilized and the efficiency of enterprises can be improved. For example, Ericsson fully mobilizes the potential of its employees through training.

Ericsson is a multinational company that produces communication products and related equipment. It has branches in more than 30 countries around the world, accounting for more than 40% of the market share of the communication industry and occupying a leading position in the world. Ericsson entered China in the early 1990s and developed very rapidly. Like many large multinational companies, Ericsson attaches great importance to its development in China. With the popularization and best-selling of Ericsson products in China market, the training of our customers and employees is becoming more and more important. Because communication products are high-tech products, the mobile phone we usually see is only one of the terminal products, accompanied by a series of switches and computer management equipment. Every kind of equipment needs corresponding technical maintenance personnel, and customers' requirements for Ericsson training are becoming more and more urgent. 1994 Ericsson Beijing training center was established under this circumstance. Before the Beijing Training Center was established, the training of China customers had to be conducted in Ericsson training centers abroad, and even Ericsson's own staff training had to be conducted abroad, which was an expensive expense for customers and Ericsson China. After the establishment of Ericsson Beijing Training Center, this contradiction has been greatly alleviated.

At the beginning of the establishment of Ericsson Beijing Training Center, there were only 1 1,000 square meters of classrooms and offices, and there were no teachers. All training courses are taught by teachers from other Ericsson training centers, because only teachers certified by Ericsson Sweden Training Center can teach various technical courses. This creates two problems. First, the cost of hiring foreign teachers is high. Second, teachers teach in English, which makes it difficult to meet the requirements of domestic customers. As a result, Ericsson Beijing Training Center began to recruit its own training teachers, and gradually realized the localization of teachers. By 1997, Ericsson Beijing Training Center has an office and teaching area of 2,000 square meters, with 40 teachers and 23 operation support personnel, which largely meets the needs of the company's customers and employees for technical training. By the end of 1997, * * * had completed the training task for 30,000 trainees.

For many years, Ericsson has been in a leading position in the world in the supply of telecommunications and related equipment. At present, Ericsson has more than 93,000 employees in more than 65,438+030 countries to meet customers' telecom needs. One of the key environments for Ericsson's success in China and the world is to fully mobilize the potential of its employees and attach importance to the training of employees and customers.

The two cases cited here fully illustrate that the ability of culture, the primary competitiveness formed by the universal consciousness of culture, the strong cultural will to pursue development, and the adaptability of corporate culture to industry characteristics have created a large number of world-class companies.