Rebirth 79: I opened a bank in the United States

Chapter 687 A New Idea
"Management, a very vague term! Some people even think that it is not worthy of being a science. It is nothing more than yelling and directing, you go and close the door, you go and pour the water, right?!"

"Ha ha ha ha."

"However, we found that even for a very simple task like 'asking you to open the door', opening the door is an action, a kind of work, if we look at it this way. So, who are you managing? To open the door The person? Or the door that was opened?"

"Of course it's human, Dr. Gaussal!"

Some students shouted from their seats.
"OK! Since the object of management is people. Then, an inescapable topic comes up, ethics! Next, welcome to the class of management ethics. I will teach you this class instead of Professor Bartlett. "

Amid the applause, Carter put down his hands after applauding graciously.

It is not uncommon in universities for doctoral students brought by professors to teach undergraduates.Carter didn't regret not being able to meet Professor Bartlett in person.

After all, the thoughts that the disciples brought by the mentor often have a strong overlap with the thoughts of the mentor himself.What's more, the Indian on the podium in front of him.
The background is not small!
"Management ethics is your first class, but I think most of the students should be familiar with me. We used to meet each other in the corporate policy class before hahaha, so many people should know that I used to be in Ma The Sloan School of Management of the Provincial Institute of Technology has received a doctorate in philosophy, so let me start today's class with Mr. Alfred Sloan."

"Learning management, everyone should be familiar with him, right?"

Of course not unfamiliar
As the classic head of General Motors, Sloan is placed in General Motors, no less than Welch is placed in General Electric.Speaking of which, these two management masters are both general-purpose people.
Think about how much more.
While other students were actively responding to the class, Carter was also silently thinking about the rhythm of the Indian's class.

"OK, everyone is right! His excellent communication skills, forward-looking vision, open-mindedness, and even the old-fashioned, so-called old-fashioned CEOs' enthusiasm for the company at that time is that his success will be on the verge of extinction. General Motors pulled back to the right track, and even became an important factor in today's American auto industry giants."

"But we won't discuss this today, just talk about his ideas from the perspective of management philosophy."

"Mr. Sloan's management philosophy has strong commonalities and origins with Ford Motor. When Mr. Sloan became the president of General Motors in 1923, he implemented Ford Motor's management philosophy, that is, the idea of ​​mass production. For large-scale enterprises Management should be regarded as an application of standardized technology, and the role of management comes from designing a system that minimizes the impact of human work efficiency on production!"

"We all know that Ford created the most well-known assembly line production. In Ford's philosophy, whether it is the management of production or the management of enterprises, it should be like an assembly line. Divide complex overall tasks into as simple as possible, A few small tasks that everyone can do. In this way, there will be more people who can perform these small tasks. After all, the lower the threshold of ability, the easier it is to find people.”

"And as a manager, what do you need? To ensure the progress of these small tasks and the coordination and integration between the various sub-tasks. This also involves a process of information collation, as well as the coordination and integration between the production units of each sub-task. control issues."

"Here, Mr. Sloan is undoubtedly a good successor to Ford's ideas. He not only inherited this idea, but even further developed it. As described in "The Economist", Mr. Sloan believes that the high-level Managers have three well-defined jobs: determine the firm's strategy, design the firm's structure, and select the firm's information and control systems."

"I think someone has figured out the problem. Whether it's him or Ford, they are trying to avoid mentioning one thing: people!"

people.
Carter chewed the two words silently, but continued to hear.

"First of all, I need to clarify a point of view. There is no right or wrong in any management concept. In the era of mechanical production, they were successful, which means that they ignored the human factor and tried their best to make management, There must be merits in the behavior of rationalization, and it is even correct."

"But we should also pay attention to the environment we are in now, man, this is not the 30s, it is not even the 60s, and it is not the last century!"

"We, and even the world's social productivity has increased by leaps and bounds. Cars? Every household has them. It is meaningless to build more cars faster and better. People do not lack cars. But what is lacking is a Maybe the customer experience is better, maybe the car is safer to drive. Mechanical production is also in a transition period to innovative production due to changes in customer needs.”

"Our market requires our manufacturers to innovate. They will only buy it if they have better products. It is as if, in the past two years, the market share of Japanese cars in the United States has been rising steadily. And how can innovation break away from the What about the human factor?"

"So, the core of management ethics is to ask you to strike a balance between scientific rationality and human sensibility. Humans have emotions and desires. People who were energetic and efficient the day before may be raped by women at night. Friend dumped, depressed and unproductive the next day.”

"From the perspective of management science, we need to try our best to avoid efficiency fluctuations caused by personal problems, which will affect the progress of the overall project. But in the pursuit of innovation, we need our managers to pay attention to the state of mind of each employee. They need to be given a 'personal space' so they can express their emotions, think, imagine."

"Using the summary of Professor Bartlett and me to explain our concept: the new generation of managers should be the trainers of employees!"

"We need to respect their personal ideas, but we also need to exert guidance on their personal ideas to ensure that their efficiency fluctuations are within our expected range. This has implications for project design, management structure design, and performance standard design. a new test"

After the content of the concept part is finished, the rest of the content enters the subdivision field.

From the top-down organizational structure of traditional enterprises to the construction of departments divided by functions.Through the comparative study of a large number of enterprise data, split the research, and draw the conclusion that the sum of the output of functional departments is often greater than the sum of the overall output.Discuss the causes and explore possible directions for improvement.
Or, is it better to design a system that controls human nature, or to create an environment where employees can freely communicate and express their ideas, and conduct discussions.and how, etc.
Classrooms in colleges and universities tend to be more open-ended, and professors won't give you a definitive answer.All questions, everyone has their own different thinking.
For Carter, it was a class to sit in on.The other gains are not great. For this Gaushaer, it is impossible to give an arbitrary judgment on whether Bartlett is suitable for him or not.

However, Carter is clear that the ideas of these two people are indeed more popular among excellent companies in the future!
Still taking Microsoft as an example, Carter heard an anecdote: In an environment where the Internet giant 996 is prevalent, some people say that working at Microsoft is easy.Then a Microsoft employee came out to refute the rumors in person, saying:

"Easy? That's easier than you can imagine!"

Whether it's a flexible employment system or a more open working environment, it's okay to quarrel with the leader directly over work
Or a fist or something.
Putting aside the fact that it is suitable for him at the moment, Carter has to admit that the philosophy of these two people is indeed a set of philosophy that many outstanding companies will pursue in the future!
Then
　Finish the exam this week, and then take another exam for a few days next week, liberation!Wuhu~
　　
　
(End of this chapter)