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Chinese Managerial Knowledge. Management in China


Chinese Managerial Knowledge: Management is "management" + "reason"

A boss asked such a question: He has a business department headed by a business manager. There are more than a dozen people in this department, and two of them are doing the best business, but the relationship between these two people and other colleagues is not very good. The reason for the bad relationship, in the eyes of other colleagues, is that these two people are out of affiliation, and they are always robbing their business, which results in their poor performance. In the eyes of these two people, it is because others are not as hard as they are, but jealous of them. The head of the department advised the boss to drive these two people away in order to re-establish the harmony of the department. The boss is in a dilemma: is it to accommodate those two capable people, or to accommodate everyone?

Someone asked the boss: Do these two good business people have problems with their character?

The boss said: character is no problem, but personality is a problem.
Someone said: The real problem lies with your department manager, because he does not play the role he deserves.

Such things happen every day in every enterprise. When there is a conflict between colleagues, the manager makes a simple response: this person is right, that person is wrong.
We often blame a problem on someone, thinking that if we deal with a person, we will be fine.
But the result is often that when we drive away disobedient and disobedient people, the company lacks a different voice and the motivation to compete, and the company's performance follows.

The correct approach is: let managers become real managers.

What is a real manager? The real managers must first "manage" and "manage" the other.

"Management" means that managers learn to look at the big picture. What is the big picture? It is the whole enterprise and the goal of the enterprise, not just the short-term "harmony" within the department.

"Government" means that managers themselves become role models for everyone, so that everyone can follow themselves.

"Government" means being in a relationship with subordinates, including those you don't like but who have no problems with character.

"Government" means knowing how to use people well, and being able to use people who are difficult to manage like "Shun" instead of simply expelling people who are not good at managing.

"Management" means to learn to authorize pressure, but also to help subordinates solve problems.

"Management" means learning to inspire, praise and criticize, especially the art of criticism.

"Government" means taking responsibility for one's own department, rather than simply treating the problem as the responsibility of a subordinate, but he is a judge at the top

"Management" means more result-oriented and solves the problems in the department.

Applying these principles to the previous example means that department managers should start to solve their own problems by changing their own practices, rather than pushing the dilemma to the boss.

Generally, the principle of "management" is relatively easy to understand. Over time, a manager will become more and more proficient in the art of managing people. What managers are really hard to do is "reason", because many managers simply do not know that this is their own responsibility, but simply equate management with command and command.

    What is "reason"?

"Reason" is to sort out, to sum up experience and lessons, to find a way to fundamentally change a thing.

 “Reason" is to redefine the rules and eliminate the problem from the perspective of rules.

    The focus of "management" is to change people, change people's attitudes, and change their abilities; the focus of "reason" is to change things, change processes, and change unreasonable practices.


If the manager only manages and does not manage, even if you have the ability to manage, the same problem will occur in the future. 

Just like the example in this article, if managers are not sensitively aware of and resolve the task assignment rules in the department as soon as possible, similar contradictions will still appear in the future. 
But when the department has employees with strong personality, it will appear as an open contradiction, and the contradiction will be hidden when there is no strong personality. But this problem always exists, always affecting the efficiency of the department.
Chinese Management. Management System in China

With this understanding of management, we can answer this question: What is the difference between 10 people and 1000 people?

I think there is not much difference in terms of "management", but there is a very big difference in "reason". In other words, the larger the department the manager manages and the more people he manages, the more he should learn to "learn", learn to establish rules and adjust rules. The things that need to be "reasoned" are:


  1.      Determine what to do and goals.
  2.      Determine the organizational structure, divide and conquer.
  3.      Determine the specific position.
  4.      Determine performance and incentive mechanism.
  5.      Determine the system and use the system instead of relying on the charm of the manager.
  6.      Identify the process, use the process instead of punishment to ensure the quality of work.


Laozi stated in the Tao Te Ching: "Using the rule of a saint, emptying his heart, realizing his belly, weakening his ambition, and strengthening his bones, he often makes the people ignorant and indifferent, and the husbands dare not do it. If you do nothing, there is no cure."
This sentence tells the ruler to enable the people under governance to self-manage according to the laws of nature is the highest state of governance.

The same is true for management

 In the traditional Chinese philosophy of Taoism, in order to manage a country and an organization without doing anything, even if it reaches the highest level of management. 

The “inaction” in the inaction of Taoism’s cultural core idea is not to do nothing, but the manager must follow the laws of the world and nature, respect the personality of the person, and manage and restrict the behavior of the person. Retractable, do something and do nothing.

At the same time, Laozi vividly likened the governance of the country to cooking fresh, which means that the governance of a big country should be like cooking fish, and it should not be disturbed at will, otherwise the small fish will be broken. 

In the same way, the management of an enterprise is just like cooking a fresh food. 
The highest level of management is to make employees feel that there is no manager. 
Employees can have clear goals, achieve self-management and self-motivation, and organically combine personal value and corporate value.
 It not only gives employees a certain degree of freedom, but managers also have relative control over employees. 

They can correct some wrong behaviors of employees at any time and achieve control. This is actually the true meaning of inaction.

This is like flying a kite, the manager is the manipulator of the kite, and the employee is the kite. 
The manager should give the employee a broad space to play the subjective initiative like a kite. 
To dare to fly the kite to the blue sky is also a kind of mind embodying managers. 
But the kite can also be taken back at any time, which reflects the management art of the manager's management. 
The management is as free as the kite, and the management has reached a state of inaction like Laozi said.

There is a term in management called authorization, but how to grasp the scale of authorization is an art of management. 

The degree of authorization is important, and the pace of authorization is also critical. 

For each member of the subordinates, it is released like a kite, but the thickness and length of the thread and the length and shortness of the hand, the wind and weather, and the good and bad of the kite are all managers need to consider.

 If the kite is flying too high, the center line of the hand must be tight. If the kite is flying too low, the line must be loosened. 

According to the size and direction of the wind, the kite should be first flying, and then it should be made to fly gradually. Higher and farther, so authorization should also pay attention to rhythm.

Flying a kite may seem simple, but it's difficult to put it in a realm. Similarly, without a deep cultural background and management practices, it is actually very difficult to set up the kite for employees. It will be even more difficult to achieve the state of inaction and freedom.

The quality of the kite flying depends on three aspects
i. The size of the air and wind.
ii. Good kites and threads.
iii. Free technology. 
This corresponds one-to-one with the three elements that successful companies possess. 

The air and wind of kite flying is like the environment in which the company is located, including the social and human environment.

 It is generally difficult for companies to change it. They can only adapt to it. How to adapt can only be solved by applying Chinese traditional philosophy management thinking.

Because we are in an environment with distinctive Chinese characteristics and national characteristics, we must use Chinese thinking to deal with various social and human relations. 

The kite itself undoubtedly refers to all employees of the enterprise, and the kite line refers to the company's strategic positioning, organizational structure, performance system, management process and other systems. 

These are the so-called material layers of enterprise management. 

The technique of flying kites is the corporate culture of an enterprise and the spiritual level of enterprise management.

Like flying a kite, only building a good corporate environment and atmosphere, building an excellent workforce, establishing a scientific and modern corporate management system, and cultivating an excellent corporate culture can not manage a company without a good corporate culture. 

Among them, shaping a good corporate culture is particularly important. Ge is a rare company with a very successful culture in the world. 

Welch said in summing up ge’s successful experience that although Ge’s business is diversified, its culture is very unified, and a unified culture has replaced the unified business. 

So a large group like Ge, like flying a kite, is highly authorized to employees, and the rights of each business department are very large, but its strategy and corporate culture are unified, so it seems that management can do nothing but do The highest level of kite flying freely. So Welch is a master of kite flying.

Leading and managing an enterprise is an art. It is like flying a kite. If a manager fully grasps the philosophy of flying a kite and applies it in practice, then he is a master of management.

Specifically, the road surface uses a technology called a load-bearing photovoltaic road surface, which is about to comply with the vehicle

CCTV said that the road has been connected to the grid to generate electricity, and the electricity generated by this photovoltaic road has been connected to a charging pile.

Seeing this news, what did you think of? 

At that time, the author's first reaction was that the Chinese gas station industry was in danger. Why do you say that? Because the future expressway is a "mobile charging treasure". Vehicles flying on the expressway can be automatically charged without refueling.

And the realization of this scenario now has some basic conditions:

First of all, electric cars that do not burn oil are no longer a concept on PPT. In recent years, Tesla's strong rise has allowed electric vehicles to enter the public life. A while ago, Tesla released electric trucks.

His heart, his stomach, his weak mind, and his strong bones often make the people ignorant and unwilling, so that the husband does not dare to do it. For inaction, there is no cure. "This sentence tells the ruler that the people under governance can self-manage according to the laws of nature.

The same is true for management. In the traditional Chinese philosophy of Taoism, in order to manage a country and an organization without doing anything, even if it reaches the highest level of management. The "inaction" in the inaction of Taoism's cultural core idea is not to do nothing, but the manager must

Laozi stated in the Tao Te Ching: "Using the rule of a saint, emptying his heart, realizing his belly, weakening his ambition, and strengthening his bones, he often makes the people ignorant and indifferent, and the husbands dare not do it.

If you do nothing, there is no cure. "This sentence tells the ruler to enable the people under governance to self-manage according to the laws of nature is the highest state of governance.

The same is true for management. In the traditional Chinese philosophy of Taoism, in order to manage a country and an organization without doing anything, even if it reaches the highest level of management.

The "inaction" in the inaction of Taoism's cultural core idea is not to do nothing, but the manager must

Laozi stated in the Tao Te Ching: "Using the rule of a saint, emptying his heart, realizing his belly, weakening his ambition, and strengthening his bones, he often makes the people ignorant and indifferent, and the husbands dare not do it.

If you do nothing, there is no cure. "This sentence tells the ruler to enable the people under governance to self-manage according to the laws of nature is the highest state of governance.

The same is true for management. In the traditional Chinese philosophy of Taoism, in order to manage a country and an organization without doing anything, even if it reaches the highest level of management.
The "inaction" in the inaction of Taoism's cultural core idea is not to do nothing, but the manager must

Laozi stated in the Tao Te Ching

 "Using the rule of a saint, emptying his heart, realizing his belly, weakening his ambition, and strengthening his bones. He often makes the people ignorant and indifferent, and the husbands dare not do it. If you do nothing, there is no cure."
This sentence tells the ruler to enable the people under governance to self-manage according to the laws of nature is the highest state of governance.

The same is true for management. In the traditional Chinese philosophy of Taoism, in order to manage a country and an organization without doing anything, even if it reaches the highest level of management. 
The "inaction" in the inaction of Taoism's cultural core idea is not to do nothing, but the manager must perform.


Laozi stated in the Daode Jing: The rule of the saint

If you want to describe the work of corporate managers, using the symphony orchestra conductor as an analogy, it is no longer suitable.

A band conductor, his performance level may not be the highest in the entire team, but his role is very important. Just like a leader who does not understand business, it is also irreplaceable compared to technical tycoons. Their common first priority is overall control.

1. What is command?

There is a classic question: "The musicians of the symphony orchestra never look at the conductor. Is the conductor performing to the audience?"

There is also a classic question: "Do you not manage business leaders, can you manage those tech giants?"

These two problems seem to be unrelated, but in fact there is a certain connection.

To answer the first question, you must first know another question: 

Why is the command drop?

The most intuitive answer is that the conductor is responsible for the beat. This answer is correct-for elementary school students, it used to be a chorus in the school. It doesn’t matter if the conductor doesn’t understand music. The key is long arms and energy.

But the real symphony orchestra conductor is not an "actor".

For example, in a concert, the musicians have a score, but everyone's score is different, only the score of their own instruments, in other words, they only need to remember their work.

Only the conductor has a score, and the whole music is as large as the structure and harmony, and as small as the strength of every detail. It is firmly imprinted in his mind.

The same is true for the managers of a department or company, each person is responsible for his own performance, and only the manager is responsible for the whole.

Therefore, whether it is a conductor or a manager, their first priority is overall control.

Of course, the incident is far from simple.

2. Command to control the details of key nodes

In a symphony performance, what happens if each player just plays according to his own score?

First of all, this is impossible. Every musical instrument has the order of appearance, and the score will not tell you that it is your turn to work in minutes and seconds.

At this time, the musician has two methods. For example, a large player wants to know when to play the first note, he must listen to the signal of the string group. And this kind of cooperation, if you want to achieve the accuracy of time, tone and strength, you must rely on the control of the command during rehearsal.

However, in addition to the accuracy of the music, it mainly depends on the subtle changes on the spot. To achieve the desired effect of the conductor, the large hand needs to use the second method:
At about the same time, the eyes of the eyes stare at the conductor, and when they see the gesture signal given by the conductor Then take another breath and work.

This gesture of conductor is not easy to give, because it takes into account the preparation time of each instrument, and the mood of the musician at this time, such as the large hand needs quite full breathing, so that he can take a breath and emit the first Resolute notes.

The cooperation between musicians and conductors is very short-lived, so we have the illusion that musicians never look at conductors.

The principle of management is the same, in addition to the overall control, it is also necessary to control the details of key nodes.

3. How to control the details of how to use others to achieve your goals

There is still one thing in common between management and command-to rely on others to achieve your goals, even if you are not satisfied, you can't be replaced.

There are dozens or hundreds of people in a symphony orchestra, almost the size of a medium-sized company. Except that the first small harpsichord is barely a middle-level cadre, the status of everyone else is almost the same, which is regarded as the classic "flat management".

Conducting a "management" orchestra depends first on understanding the work. Unified understanding is important-even the most well-known Mozart Beethoven, everyone has their own understanding, but here, only the command's understanding is the only authority.

Performance techniques

It is said that conductor Bernstein’s understanding of performance techniques is not first-rate, but he has a unique understanding of music, so the top performers of the New York Philharmonic Orchestra still obey him, and strive to achieve this great conductor’s "re-creation" "Classic.

Interpret the work and help the musicians to improve their understanding of the music, but also improve the overall level of the orchestra-this is the most important weapon for conductors to manage the orchestra. Understanding comes first in management.

There are five instrumental groups in an orchestra, dozens of instruments, and of course conductors do n’t understand anything. When you encounter a piercing musician, you do n’t come as you wish. This is when you think about conductor management.

To deal with this kind of situation, if you have a tough body and a lot of proficient instruments, it is definitely a direct demonstration.

Hans Richter, the most rumored in the rivers and lakes, during the rehearsal, the trumpeter said that there is a phrase that cannot be blown out, because the French horn is the most difficult instrument to control, and it may be just another command. Not to mention, rushed forward and copied the French Horn, perfectly interpreting this "impossible" voice.

Of course, in most cases, the conductor can’t demonstrate everything in person, and the weapon they really “rule” the orchestra is his hearing.

The master conductor can accurately find the trumpeter with less than half a note and the violinist who is 0.1 second slower in the roar of more than a dozen instruments.

Only when these hands are revealed, he can ask the musicians to try again and again to find the tone pitch and strength effect he wants.

Just like the manager sometimes tells the subordinate "what I want", but the subordinate looks indifferent: 

"This is impossible". If the manager doesn’t understand the results of his work, he can only be forced to face-is he fooling me, or is it really not?

Of course, conductors are not always "devil coaches". Some conductors do not engage in "one-word lectures". They often hold meetings to discuss and vote on the treatment of controversial phrases to fully arouse the enthusiasm of team members.

Some conductors also grasped the "star effect" in their hands and became a cash cow for the orchestra. "Can lead the client's leadership" can also convince subordinates.

All methods are only for one goal-let subordinates do what they want.

Of course, there are limits to directing others to do things. The conductor can pursue the music endlessly, but the management of the orchestra must have a limit and clear standards.

Rehearsal is very expensive, and musicians don't give time for free. The conductor Cheri was too picky and the rehearsal cost soared, and was finally abandoned by Berlin Philharmonic.

Is Management an Art?

We often say "management art", but management is not art, but business practices that emphasize cost and efficiency.

When the water is clear, there is no fish, freedom is human nature, and employees have an instinctive confrontation for any management. Only the right management is the best management.

His heart, his stomach, his weak mind, and his strong bones often make the people ignorant and unwilling, so that the husband does not dare to do it. For inaction, there is no cure. This sentence tells the ruler that the people under governance can self-manage according to the laws of nature.

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