The little monk rings the bell in a verse, rings the bell in the New Year, and prays for blessings in the temple.

There is a story about a young monk who was responsible for ringing the bell in the temple. The abbot stipulated that he must ring the bell once in the morning and once in the evening every day. After half a year of this, the young monk felt that ringing the bell every day was too simple and boring (losing interest and confidence in work). Later, he simply rang the clock once in the evening and muddle along. One day, the abbot of the temple suddenly announced that he would be transferred to the backyard to chop wood and carry water. The young monk felt aggrieved and asked the abbot: Was it because I didn't ring the bell on time? Is it because I don’t ring the bell loudly? The old abbot said sincerely: If you are a monk and ring the bell for a day, the sound of the bell must not only be loud, mellow, rich, deep, and distant (work standards), but the most important thing is that a person must have a bell in his heart and a Buddha in his heart (work realm). If you are not pious, how can you bear the responsibility of ringing the bell? The young monk was so ashamed that he had no face to face his master, so he redoubled his efforts to carry water and chop wood, devoted himself to cultivation, devoted himself to the Buddha, and eventually became a famous monk.

"Being a monk for a day and hitting the clock for a day" is the work mentality. This story first helps everyone learn to love their jobs and be full of energy and enthusiasm at work. (Even if you don’t like the job, you should do everything you can to change it and love it). And discover the vitality, enthusiasm and huge creativity contained in the heart, give full play to one's talents and ambitions, and finally regard mechanical and boring work as a kind of fun.

We pay too much attention to the educational significance of things and pay attention to the general concept of education. However, as far as the "monk rings the bell" is concerned, there are too many possibilities for analysis. At least "the one who rings the bell is not necessarily the monk." "A monk does not necessarily ring a bell" "How to define the loudness, roundness, richness, depth and distance of a monk's bell"...

Let's talk about the realm of the little monk's bell ringing:< /p>

First, it was unintentional: the young monk was really bored, had no interest in ringing the clock, and had no intention of working at all. There is a problem here, that is, either the young monk has a bad attitude, or the work is really not suitable for the young monk, and he does not make the best use of his talents. This is the problem of the host. If the young monk is a tiger, he will be given a mountain, and if he is a monkey, he will be given a mountain. Is he a tree?

The second is half-heartedness: the young monk temporarily regards bell-ringing as his job, but his main experience is not at work, and he thinks about job-hopping and seeking a second career all day long.

The third is half-heartedness: half of the little monk’s mind is on ringing the clock, but he is just going through the work procedures and does not talk about the quality of the work at all; the other half of his mind is spent on boring complaints, which becomes day by day. Old monk.

The fourth is single-mindedness: the young monk spends all his time on bell-ringing, studying the methods and techniques of bell-ringing all day long, and is the backbone of the bell-ringing business, and always completes the work on time, quality and quantity. His work was deeply appreciated by the old monk.

The fifth is wholeheartedness: It goes without saying that the young monk regards bell-ringing as a glorious revolutionary cause, and studies in-depth the theory of bell-ringing. He is a model of achievement, real action, and creative action.

After analyzing the little monk, we have to ask the old host why he rings the bell and how he discovered the potential of the little monk ringing the bell!

Imagine, when the young monk first joined the job, if the temple supervisor told him the importance of ringing the bell, or pointed out the problems in the young monk’s bell-ringing in time, the young monk would The result of hitting the clock may be very different, at least it won't be the case that the job will be changed inexplicably after hitting the clock for half a year.

Therefore, from the incident of the young monk ringing the bell, we can see some shortcomings in the human resources management of the temple and draw inspiration from it.

Assume first:

Little monk = (Zhongyu store) new clerk

Temple supervisor = (Zhongyu) store manager

Temple = (Zhongyu) store

The analysis is as follows:

1. There is a lack of pre-job systematic training and store operation guidance process for store staff in Huanyue area

When the young monk (new store clerk) first entered Buddhism (Zhongyu Store), he was assigned the job of ringing the bell (sales). The temple only stipulated that the bell should be ringed once in the morning and once in the evening (to sell 2 machines). As for the meaning and importance of ringing the bell, (The importance of corporate culture in Zhongyu), the little monk (new clerk) is unknown.

Although he was required to ring the bell once every morning and evening, it did not play the real role of ringing the bell. This reflects that the temple (store) lacks proper pre-job systematic training and operational guidance procedures in the management of new employees, so that the young monks (new store employees) do not understand the importance of their work and operational guidance.

The "little monk" phenomenon also exists to varying degrees in the human resources management of stores in the Huanyue area. We often hear some regional directors complain about the low quality of new store employees, their inability to sell machines after work, their mechanical way of doing things, lack of initiative, high turnover rate, etc. This is a phenomenon caused by the store manager (and assistants and veteran store clerks) not formulating systematic pre-job training for store employees and lacking proper work guidance (the store manager is the first person responsible for store training). The Human Resources Center and Training Department only provide new employees with a week of awareness training on personnel and administrative regulations, corporate culture, mobile phone functions, mobile knowledge, sales skills, etc. before they take up their posts, while substantive store operation knowledge, mobile phone sales, etc. Skills also require daily training from store managers.

As the saying goes: "The master leads the door, and the practice depends on the individual." In the management of new store employees, the first thing is to require the master (store manager, assistant, old store clerk) to have the ability to "lead" and "lead". "Lead" method; secondly, we can emphasize the cultivation of shop assistants. Therefore, in the management of new store employees, each store manager and assistant (or old store clerk) can implement "one-on-one" pre-job system training to achieve the purpose of "one pair of reds".

2. The store manager and assistant have a simple management style and lack proper communication

The little monk Zhong did not hit the mark, and the abbot immediately replaced him without prior communication. Carrying water and chopping firewood. This reflects the simplicity of the abbot's management style. He did not adopt the principle of "treating the disease and saving the patient" to solve the problem in order to achieve the purpose of "treating the symptoms and the root cause". Instead, he adopted a method of evading responsibility and simply replaced others.

This situation often occurs in functional departments. For example, some managers and supervisors usually pay less attention to employees’ work. Once employees fail to complete their work as required, they first do not review their own management mistakes and take the initiative to Understand the problems that employees encounter at work, but push all the responsibilities to employees, and adopt simple job replacement or simply dismissal. The end result is a vicious circle of management, and the efficiency of team management is always low. state of efficiency.

One of the company’s slogans goes like this:

“Look to the company when you join, and look to your boss when you leave” seems quite reasonable!

“To untie the bell, one must tie the bell.” To make the “little monk” ring the bell well, store managers must take the initiative to change their management style, and not only explain the meaning of “ringing the bell” to the clerks; You must also personally demonstrate the essentials and steps of "ringing the bell", etc. Only when the store managers take the lead can the "Little Monk" bell sound loud, round, rich, deep and distant.

Alas..., there are more stores, the company is bigger, and the time in the store is longer, "old fried dough sticks" are born...

3. The organizational atmosphere of the department is poor and teamwork is poor. Mentally deficient

The young monk had been ringing the bell for half a year, but because he did not meet the requirements, he was transferred by the abbot to fetch water and chop firewood. For half a year, why didn’t anyone make any suggestions on the little monk’s clock? It is conceivable that although the young monk calls the temple his home, the cooperative culture in the temple is not very good. Everyone only cares about his own practice, and he is in a state without "others".

This situation also exists in our corporate management. Some regional directors and supervisors usually blindly emphasize the gross profit of the store and ignore the creation of the store's organizational atmosphere and the basic work of the store, causing the store employees to "sweep the snow in front of their own door" and ignore matters that are not within their own scope of work. Teamwork Lack of spirit.

No matter how good the sand is, it can only be scattered sand if there is no external force. If a team does not have a good spirit of cooperation and organizational atmosphere, the team will also be scattered individuals. Therefore, it is the store manager’s unshirkable responsibility to cultivate team spirit and a good organizational atmosphere. Only a team that has established a good organizational atmosphere and cooperative spirit can unleash its huge potential, promote the healthy development of the team, and help new store employees*** Only by moving forward together can we completely put an end to the phenomenon of store clerks muddling along "working as a monk for a day and working on the clock."

"Ringing the bell" is a simple job, and store sales are also a simple and boring job. How to do simple tasks well is a topic worth discussing for all our store managers and store employees.

In order to achieve extraordinary results in ordinary jobs, in addition to store employees must be passionate about their work, store managers at all levels must also strengthen the daily management of store employees.

This story gives our young people the following profound revelations:

1. Everyone’s life is monotonous or even boring, repeated over and over again.

2. The little monk rings the bell every day, and the work the soldiers do every day is queue training, tactical drills, patrols, wiping firearms and other small things;

3. The clerks in our stores sell goods every day Mobile phones, selling diamonds every day, selling clothes every day, taking inventory every day, or doing hygiene every day are also small things;

4. Know how to find fun in monotony, discover excitement in the ordinary, and do everything well in your hands. A small thing as important as "ringing the bell" is not simple.

5. If you want to do everything perfectly, you must put in your enthusiasm and efforts.

6. You can’t just think about winning in life. You must know that as long as you kick every ball well, you will win.

7. In this way, even the simplest work will become very meaningful, and our store life will be full of vitality and fun.

What do you think?