What is the best management? How can we humanize, standardize and modernize management? What is the best management method?

Japan is a model of humanized management in the world, which is worth learning from the management circles of various countries. The following is an article by Zhao Shuqing, the author of Experiencing Japanese Enterprise Management, which is reproduced as follows for your reference:

Learn from Japanese companies? ; From paying attention to customers to paying attention to employees

Working in a Japanese company 15, and finally returning to China, I heard the most management topics in two aspects: from the boss's point of view, I always talked about how enterprises should maximize profits and go public; From the perspective of employees, many people complain that the boss is a capitalist, saying that they can't work for him wholeheartedly, and so on.

And I have hardly heard similar views in Japanese companies. One of the topics that Japanese companies often study and give priority to is: "What are the expectations of consumers?" Enterprises in the long-term business process always discuss such topics repeatedly, so they basically have * * * knowledge-consumers expect enterprises to do two things:

First, enterprises should be trustworthy and reassuring. The fundamental way of trust is to provide services in strict accordance with the "commitment" of enterprises; Reassuring means that enterprises will believe that consumers' demands are mostly reasonable.

Second, enterprises should provide efficient and thoughtful services. Only by thinking and doing things "from the standpoint of consumers" can we provide thoughtful and meticulous services. Here, "consumer-centered flexible correspondence" is the soul of efficient service. And these jobs need people to complete. In essence, the success or failure of an enterprise is also in people. In Japanese enterprise management, it is important to stimulate the work passion of all employees and let them do their best for customers and enterprises with a high sense of responsibility.

So, how did they do it?

Employing people based on trust

To put it in a very traditional way, "a scholar dies for a bosom friend."

How to motivate employees to work hard for the enterprise? The biggest secret is that he is "trusted". What needs to be mentioned in particular here is that not only managers are "trusted" and "reused", but the basic concept of Japanese enterprises is "trusting people", that is, every employee is trusted and respected as a "person". Only by paying attention to the working ability of all employees can we make every employee have abundant vitality and give play to his own specialties. This is the characteristic of Japanese enterprises' employment view.

The Japanese often say: "The success of an enterprise depends entirely on the attitude of the supervisor, whether to trust the ability of employees or deny the ability of employees." The success of Japanese enterprises and the Excellence of Japanese manufacturing are because they think that employees are excellent, and such values are passed on to every manager, which is an increasingly powerful driving force for enterprises.

The attitude of "responsible employment" comes from the attitude of enterprise employment. If the boss always thinks: "The employee is here to earn my money and won't be with me, I will guard against him everywhere"; Employees will consider: "Will this boss cheat me, how can I make the boss's promise come true, and how can I protect my interests from infringement?" Both sides are worried about this all day, and even hold grudges in their chests. How can they work happily?

If we treat employees as customers, we will become calm and pay more attention to them objectively. Just as customers often have the right to make unreasonable demands, business owners should also accept employees with gratitude. Of course, the boss may not like to always evaluate the employees of the company, but he likes the employees who constantly make suggestions. However, if you want to employ people, you should not be demanding, especially you should not have the mentality of "letting others help you".

Then, whether to appoint a supervisor to control employees and "only do the work for me" or to convey care and help employees grow through the supervisor will bring different effects to the long-term competitiveness of enterprises. Behind the trust is that all employees can feel "respected". On this basis, he can have a high sense of responsibility and mission and do his best to complete the work.

Attach importance to teamwork

In the Japanese Toyota electric parts manufacturing enterprise where I worked, cooperation is one of its fundamental characteristics. The basis of cooperation is mutual trust, and mutual responsibility and help are realized through trust. So, why build trust? Fair. When employees feel that their enterprise is a fair world, they will show strong dedication. Fairness creates trust, encourages employees to act consciously, and enhances the weight of enterprise success.

The income of front-line employees in Japanese enterprises is not much different from that of foremen and section chiefs, which is basically about twice as much. To create a fair world for employees, there is basically no piece-rate wage system in enterprises. In their view, the reward employees get from the piece-rate system is only an affirmation of their specific work, not anything else, such as loyalty, qualifications, innovation and so on. Over time, employees will come to the conclusion that only those activities related to the improvement of labor productivity are important, and others are not, which will make employees gradually ignore other important aspects of their work, such as innovation and dedication, and even lead to disorderly competition and mutual exclusion within enterprises, and ultimately at the expense of quality. In the eyes of Japanese enterprises, it is natural for products to have a "low defective rate", and it is also necessary to complete the specified quantitative indicators. Therefore, just to improve labor productivity, there is no reward for related activities. In the salary policy, individuals have never been given the first prize, especially individual senior managers, who think it will bring trouble to the friendly relationship between employees. Pay attention to the principle of fairness and reasonableness, rather than emphasizing the differences between people.

So, what do they focus on rewarding and encouraging? Reward cooperative teams and encourage team spirit. Here is a question of fairness and guidance of the incentive system.

To create a fair world for employees, first of all, Japanese companies have achieved that jobs are never fixed to one person, but rotated, and bad jobs should also be rotated; Furthermore, assign employees jobs that are slightly higher than their own abilities to stimulate their curiosity and challenge; More importantly, it pays attention to cultivating a versatile employee. The ability and specialty of cultivating people are for every employee, and the exercise opportunity is also for every employee. These reflect respect, development opportunities and equal treatment.

At work, Japanese enterprises mainly examine employees' loyalty (encouraging dedication), qualifications (encouraging long-term work) and the adoption rate of the proposed improvement plan (encouraging innovation). Domestic enterprises often have a misunderstanding about team building, thinking that as long as Qi Xin works together to complete a job, it will be over. I don't know what Toyota's management model wants is the multiplication effect of wisdom, that is, every employee can tell everyone even a little bit of his thoughts. In this way, all the staff can digest and absorb all kinds of ideas that they couldn't think of when they were fighting separately, and the thinking ability of the team will increase exponentially.

When a new employee notices that his colleagues take teamwork as their responsibility, the employee is likely to take this behavior as a code of conduct. In Japanese companies, employees and problems are never punished. Japanese companies pursue the goal of "making employees happy to work", so there is almost an unwritten rule: you should not reprimand employees at the morning meeting, but cheer up! In other words, they think that if employees are not treated well, they will vent their dissatisfaction on the products.

Therefore, it is inevitable that "Made in Japan" will lead.

Create a warm atmosphere

The stability of product quality depends on the stability of employees. Creating a warm management atmosphere in enterprises is based on employees' need for respect and their desire for recognition. Therefore, Japanese companies attach great importance to employees' working conditions, safety protection and environmental atmosphere. The familiar 5S management is to build a "warm home" for employees from the beginning. In such a working environment, employees will naturally understand the entrepreneurial motivation, tradition, mission and goal of the enterprise, and naturally produce a centripetal force.

In Japanese enterprises, no matter which department they are promoted from, they must have the ability and enthusiasm to understand others.

The presidents of small and medium-sized enterprises in Japan often come to the company early in the morning, stand at the factory gate early to greet employees and seriously say hello to every employee who goes to work. Even employees who are late will not criticize or reprimand, but say, "Something must have happened at home this morning, right? Never mind, if you have any difficulties, just say so. Maybe the company can help! " A simple greeting makes employees feel the warmth of the enterprise. When employees get married, have children and have funerals, they can always get a generous gift from the enterprise and a letter of condolence signed by the main leaders of the enterprise. If you have made achievements as a team, the enterprise should not only praise and reward employees, but also congratulate and thank their families.

My feeling for Japanese companies is the warm atmosphere of "close at hand" between the upper and lower personnel. Let me give you a very small example. When I was working in Seiko, Japan, because the workshop was large, although the air conditioning temperature was set at 28 degrees (Japanese people don't wear sweaters and pants in winter, they all wear single clothes and pants), but they still felt chilly, so the company gave everyone a heater under their legs. On one occasion, our president came from Osaka to inspect the work. Maybe he saw me put the heater too close, so he reminded me with special concern: "Be careful not to burn." After years of working practice in Japanese enterprises, I realize that employees who get this kind of attention and care will work with sincerity and love, and they will think: if they want to ensure that their purchased 100% is qualified, they must eliminate bad products "zero" in production, and "how to do better" will become a firm consciousness; With the interest in work, this is the source of innovation, employees will find many good ways to improve their work, and they will be fundamentally loyal to the enterprise.

Most Japanese manufacturing industries have experienced the process from "retaining employees" to "operating for employees' survival". Once employees are employed by enterprises, all kinds of insurance will be handled in accordance with state regulations and company commitments. Employees are born with a strong sense of attachment to the enterprise, and regard the enterprise as the basis of personal life and lifelong career development. Therefore, the interests of employees and enterprises are completely tied together, and enterprises and employees have truly formed the same fate. The close relationship between employees' personal interests and enterprise interests makes employees very concerned about the distribution relationship within the enterprise, which can also urge employees to care about the development and growth of the enterprise. Conversely, employees are more willing and at ease to work here. Japanese companies can retain employees through attitude, emotion and career.

I would also like to emphasize that enterprises should choose the right people. If we only pay attention to high education, the talents of the recruited people will not be brought into play, and he will think that this enterprise is not good and will also bring a burden to the enterprise. If you recruit an ordinary person, he will feel that the company is not bad and will work hard. I once showed interns from China Company around the design department of auto parts. When I told them that many people engaged in auto parts design here graduated from high school, they hardly believed me. The Japanese often say, "I don't believe in him if I don't believe in religion." Therefore, attracting job seekers and retaining employees depends not only on high salaries, but also on the business image of the enterprise and the determination, enthusiasm and sincerity of managers. In fact, many employees stay because "our boss is good".

Employee participation in management

Every month, the enterprises I have worked for will publish their operating conditions, and everyone can express their opinions on major issues and decisions that affect the interests of enterprises. For example, I saw on the workshop kanban management page that "the ex-factory price of Toyota airbags we produced is 176800 yen. If we have defective products flowing into the hands of the orderer, the compensation is not only 176800 yen, but also the cost of a car ",and so on.

In Japanese enterprises, important issues generally need to be discussed repeatedly by all employees and reached an agreement before they can be finally implemented. There is absolutely no concept of "minority obeying majority". For example, Toyota recalled due to quality problems, and the orders were reduced, which made my company fall into a difficult choice of "whether to close the branch factory to tide over the difficulties". Closing a factory means that 1000 employees are laid off. At this time, the operators regard altruism, care and sympathy as the core of their operations, and believe that all employees should tide over the difficulties together when the economy is depressed and the workload is reduced. Based on this idea, the company finally decided to cancel the lunch fee for all employees of the company instead of closing the branch. Should China enterprises learn from this kind of measures that everyone is willing to unite to shoulder and cope with difficulties?

It is precisely because of the mode of thinking that employees live and operate wholeheartedly that employees have not lived up to the high expectations of enterprises. "The quality is either 100 or zero"-every employee has such a ruler in his heart, measuring his heart all the time. "Quality management is character management", while pursuing Excellence in the process of producing products, employees present a satisfactory answer to consumers with a sacred credibility, sense of responsibility and professional ethics.

In our domestic enterprises, the short-term thinking of "judging heroes by their income" is quite popular. Many of our enterprises are often too obsessed with employees' wages, but they don't know that the situation is often: from the materials entering the factory to the products leaving the factory, the waste of each link is actually far greater than the remuneration paid to employees. Employees with high professional ethics, like "a good horse follows the whip", will naturally save costs for the boss and create the best products!

The idea of Japanese enterprise managers is that enterprises can achieve sustainable development through humanized software management. Rules and regulations are only an optional way for managers. They believe that subordinates should be encouraged to work actively, but they should never be forced to perform well and make achievements. Only when subordinates are willing and happy can they generate enthusiasm and creativity in their work, and all positive aspects will develop in one direction-ensuring product quality. operate