Five basic elements of management

Five basic elements of management, management is an indispensable part of our lives, there will be management in any aspect, for a In fact, there are many aspects that managers need to learn. Here are the five basic elements of management. Five basic elements of management 1

1. Culture construction; 2. Strategic planning; 3. Salary system; 4. Innovation ability; 5. Establishing a learning organization.

First, cultural construction is the system for interpreting the boss’s values ??and ideas. Values ??are what can and cannot be done, what should be done and what should not be done.

Second, strategic planning, that is, business managers must have a sense of the overall situation and have long-term plans. They must not be eager for quick success, let alone short-sighted. Of course, they must not "step on the watermelon rind and slide wherever they go." Where is it?"

Third, the salary system is to establish a highly motivating salary system to encourage employees to exert their personal potential, do their jobs well, promote performance and achieve goals.

Fourth, innovation capability means that enterprises must constantly seek changes, find better business models, profit models, better R&D and technological innovation paths, and never rest on their laurels.

Fifth, establish a learning organization. Today is the era of knowledge economy, and science and technology are developing at a rapid pace. Not only do bosses and managers need to keep learning and update their knowledge at any time, but more importantly, companies must provide systematic training to their employees. Through systematic training and efforts to establish a learning organization, employees can grow, and enterprises can gain better and newer concepts and ideas, as well as newer information and opportunities. Five basic elements of management 2

1. Corporate culture; 2. Strategic planning; 3. Reward and punishment system; 4. Reform and innovation; 5. Learning and training.

The so-called corporate culture is actually the system in which the boss’s values ??and ideas are interpreted. So what are values? There is nothing profound. To put it bluntly, it means what can and cannot be done, what should be done and what should not be done. For example, being honest, helping others, and honoring parents are what everyone should and must do, otherwise, they will not succeed in life.

Values ??cannot be arbitrary, they must be in line with the "Tao", or objective laws. In today's era, if you want to do a good job in a business, you may have to follow three major laws: first, the value of people is higher than the value of things, which is usually called "people-oriented"; second, the value of the collective is higher than the value of the individual, that is It is usually called "team spirit"; thirdly, the value of users is higher than the value of corporate profits, which is usually called "user first".

If any company or any business manager violates these three laws, the management of the company will not be good, and the company will not be able to truly grow bigger and grow.

The so-called strategic planning means that business managers must always think about the overall situation, see the long-term at all times, and have plans for the overall situation and long-term. They must not be eager for quick success, let alone short-sighted, and of course they must not "step on the watermelon." Skin, wherever it slides, it will be there." Many private enterprises in our country rely on speculation to develop.

Listen to the news, rely on feelings, and follow the trend. , There are those who are looking for resources. This can indeed achieve temporary success, but if you want your company to develop rapidly, you must have a long-term plan, and business managers and bosses must have a blueprint. Unfortunately, in those days, Hainan real estate speculation locked up many trend-setters who had just "entered the sea", and now the tragedy seems to be making a comeback.

The central government proposed that the economy should "adjust the structure and promote transformation", which is actually a strategic plan. Excellent enterprises are able to be ahead of the curve, plan their layout as early as possible, and transform from traditional labor-intensive, polluting, and energy-intensive industries to advanced industries with high technological content, environmental protection, and energy conservation. Compare R&D and innovate before adjusting the structure, moving from the middle of the industrial chain to marketing and technology R&D at both ends.

The famous Nike company does not make shoes. It lets others do it and only handles marketing. As a result, those who make shoes earn 1 yuan, but those who sell Nike shoes earn 10 yuan.

The so-called reward and punishment system is a simple sentence: reward diligence and punish laziness. Li Shimin, Emperor Taizong of the Tang Dynasty, was one of the greatest emperors in Chinese history. In some aspects, the "Government of Zhenguan" indeed surpassed the previous "Government of Wenjing" and the subsequent "Government of Kangxi and Qianlong". Households were not closed at night, and lost objects were not picked up on the road. The society was so peaceful. , this is rare governance.

An important experience of Emperor Taizong of the Tang Dynasty is that rewards and punishments are clear. In the 17th year of Zhenguan, his nephew Zhao Jie committed a capital crime. Li Shimin personally issued an edict and sentenced him to death. Prime Minister Yang Shidao, who would absolve his nephew, was also demoted to Minister of the Ministry of Personnel.

Human nature is to seek advantages and avoid disadvantages. It is normal to be lazy or try to get something for nothing. After successful guidance, the only way to reward diligence is to punish laziness. The reward should be enough to make the heart beat, and the punishment should be enough to make the heartache. People's hearts will naturally take advantage of the situation. Our company has its own newspapers and monthly magazines. One is mainly about positive praise and encouragement, and the other is mainly about counter-criticism and lashing out, so as to punish evil and promote good, and achieve the purpose of positive interaction and corporate harmony.

Rewarding those who work hard and punishing those who are lazy must be institutionalized and have rules to follow. We cannot rely on the boss’s whim, nor should we allow any individual to act according to his or her likes and dislikes. The reward and punishment system must also ensure that rewards are given when rewards are needed and punishments are punished when punishments are needed. It is necessary to avoid not punishing without rewards, not rewarding when necessary, and not punishing when necessary. Failure to reward and punish is an enterprise that lacks a sense of justice. Failure to reward employees will lose their motivation to improve. Failure to punish employees will lead to the "broken windows law". The result is that everyone breaks the glass. Rewards without punishment, or punishment without rewards, although better than no rewards without punishment, are unlikely to be effective.

Conquering the world relies on "two poles": the barrel of a gun and the barrel of a pen. This is good. In fact, running a business also requires its own pen. "Good people and good deeds are praised, and bad people and bad deeds are caught." Every time you praise or catch someone, you need to rely on a pen to create momentum. After the corporate culture is established, it must be talked about frequently, in various forms, until it becomes a household name, until it is familiar to everyone, and eventually it becomes a code of conduct that everyone consciously abides by. Without a pen, rewarding hard work and punishing laziness will be difficult to achieve; with a pen, rewarding hard work and punishing laziness will be more effective.

The so-called reform and innovation means that enterprises must constantly seek change and never rest on their laurels. The reason why our company is what it is today is because of continuous reforms and innovations, mainly five times, namely the distribution mechanism reform in 2000, the concentric circle diversification innovation in 2002, and the "structural adjustment and promotion" in 2015. "Transformation" innovation, the abdication inheritance innovation in 2015, and the MBO system innovation in 2015. If an enterprise wants to continue to develop, it still needs to continue reforming and innovating, and the need for change and innovation must always be tightened in the mind.

Learning and training is self-evident. Everyone knows that today is an era of knowledge economy, and science and technology are developing with each passing day. It is said that the speed of knowledge updating has reached every five years. It is extremely difficult to update knowledge through learning. They may be reduced to "people in the Peach Blossom Spring", "but they don't know the Han Dynasty, regardless of the Wei and Jin Dynasties". Not only do bosses and managers need to keep learning and update their knowledge at any time, but more importantly, companies must conduct planned training for their employees.

Of course, this has a cost, and is even very expensive, but you must not worry about the training fee. In fact, when many college students are now employed, they are not only concerned about their salary, but also whether the company has a training plan. Once they find that the company never provides employee training, they are likely to change jobs and leave. Five basic elements of management 3

Five elements of management

French classical management theorist Henri Fayol’s definition of management roles and related actions includes five elements.

Fayol pointed out: "Management is to implement planning, organization, command, coordination and control. Planning is to explore the future and formulate action plans; organization is to establish the dual material and social structure of the enterprise; Commanding means making people work; coordination means connecting, combining, and coordinating all activities and forces; controlling means ensuring that everything is carried out in accordance with established regulations and orders."

1 , Planning (Prevoyance)

Fayol emphasized that "management should foresee the future." He believes that if predictability is not all of management, it is at least a basic part of it.

There are many occasions for planning work performance, and there are different methods. Its main manifestation, clear sign and most effective tool is the action plan. The action plan not only reflects the results to be achieved, but also indicates the course of action to be followed, the stages to be passed and the means to be used. The basis for formulating an action plan is:

(1) Enterprise resources, such as factories, tools, raw materials, capital, personnel, production capacity, sales channels, public relations, etc.

(2) The nature and importance of the work currently being carried out.

(3) The future development trend of enterprises, which partly depends on technical, commercial, financial and other conditions.

These conditions are changing, so planning is one of the most important and difficult tasks for every enterprise. It involves all departments and all activities - especially management activities. When formulating plans, the opinions of lower-level managers and even ordinary workers should be taken into consideration, so that all resources will not be missed, thus benefiting the development of the enterprise. Fayol's idea was actually the germination of the idea of ??"participatory management" that became popular in the future.

Fayol also believes that a good plan should have the following characteristics:

Unity, each plan has not only an overall plan but also a specific plan.

Continuity, not only long-term plans but also short-term plans.

Flexibility to cope with unexpected events.

For accuracy, the plan should be as objective as possible without subjective conjecture.

It is very important to formulate long-term plans. This was Fayol's major contribution to the management thinking at that time.

2. Organization (To organize)

Fayol pointed out that good plans require good organization. Organization is the division of labor for the execution of business plans. Organizing a business means providing all necessary raw materials, equipment, capital, and personnel for its operations.

Organizations can be roughly divided into two parts: material organizations and social organizations. After being equipped with the necessary material resources, personnel or social organizations should be able to complete its six basic functions, that is, carry out all business activities of the enterprise.

Fayol believes that social organizations should complete the following management tasks:

(1) Pay attention to whether the action plan is thoughtfully prepared and resolutely implemented.

(2) Pay attention to whether the social organization and material organization are suitable for the enterprise's goals, resources and needs.

(3) Establish unified, capable and strong leadership.

(4) Coordinate forces and coordinate actions.

(5) Make clear, definite and accurate decisions.

(6) Effectively equip and arrange personnel? Each department should be led by a capable and motivated person, and each person should be in a position where he can best perform his role .

(7) Clearly define responsibilities.

(8) Encourage pioneering spirit and sense of responsibility.

(9) Give employees fair and appropriate remuneration for the work they do.

(10) Impose punishment for mistakes and mistakes.

(11) Make everyone observe discipline.

(12) Pay attention to subordinate personal interests to collective interests.

(13) Pay special attention to the unity of command.

(14) Pay attention to the order of items and social order.

(15) Carry out comprehensive control.

(16) Fight against excess regulations, bureaucracy, formalism, red tape and other shortcomings.

3. To command

Commanding is an art based on certain worker qualities and an understanding of general principles of management.

Fayol requires commanders to do the following:

(1) Thoroughly understand their subordinates. A leader must at least know his direct subordinates well enough to know what to expect from each person and how much trust to place on them.

(2) Eliminate people who are incapable of working. The leader is the arbiter and responsible person for the overall interests, and only the overall interests force him to implement this measure in a timely manner.

(3) Be very familiar with the agreements binding the company and its employees. In all kinds of work, the leader plays a dual role: in front of the employees, he plays the role of maintaining the interests of the company; in front of the factory owner, he plays the role of maintaining the interests of the employees.

(4) Set a good example. Setting an example by a leader is one of the most effective ways to convince employees of the leader's management.

(5) Regularly review the organization's accounts and use summarized charts to facilitate this work.

(6) Convene a meeting. Gather the main assistants and participate in a meeting to plan for unified leadership and concentrated efforts to do a good job.

(7) Don’t spend energy on the details of your work. Spending a lot of time on the details of your work is a serious shortcoming of a leader in a large enterprise. Leaders should not neglect important things because they care about small things. Well organized work enables leaders to do this.

4. To coordinate (To coordinate)

Coordination is to make all the work of the enterprise coordinate harmoniously, so as to facilitate the smooth operation of the enterprise and the success of the enterprise.

Fayol said: "Coordination means that everything in the enterprise must cooperate harmoniously. The purpose of this is to enable the enterprise's work to proceed smoothly and to help the enterprise succeed.

Another function of coordination is to maintain a certain ratio between functional social organizations and material equipment agencies. This ratio is the guarantee for each agency to complete its tasks efficiently and with high quality and quantity... In short, the purpose of coordination is. In order to have an appropriate proportion of things and behaviors.”

Fayol also proposed the basis for judging the need for coordination in the enterprise:

(1) Each department does not understand and There is no desire to understand other departments, and each department works as if it were its own purpose and reason for the work, without innovating the entire enterprise and not caring about adjacent departments.

(2) Within a department, there is a wall between departments and departments, as well as between different departments. The key is to place one's duties under the protection of official documents, orders and announcements.

(3) No one considers the overall interests of the enterprise, and there is no spirit of innovation and selfless work spirit in the enterprise.

Fayol believes that the best way to solve this problem is weekly meetings of department leaders. The purpose of holding regular meetings is to clarify the development direction of the company based on the progress of the company's work, clarify the collaboration between various departments, and use the opportunity of leaders to attend the meeting to solve various issues of concern to colleagues.

Usually, regular meetings do not involve formulating the company's action plan. The meeting should help leaders complete the plan according to the development of the situation. Each meeting only involves a short-term activity, usually a period of time. During this week, it is necessary to ensure coordinated actions among various departments.

Department leadership meetings are an indispensable method for coordinating work. Without it, there is a high possibility that the task will not be completed well. Having it is not an absolute guarantee of normal work. Leaders also need to know how to use this method well. Being able to use various working methods is an art and is One of the talents that managers should have.

5. Control (To control)

Control is to verify whether all work is consistent with the established plan, and whether it is consistent with the issued indicators and established rules. Fayol believes that the purpose of control is to point out shortcomings and mistakes in work so that they can be corrected and avoided again.

You can control objects, people, and plans. From a management point of view, it is necessary to ensure that the enterprise has a plan and actually implements it, and more importantly, it must be revised in a timely manner.

When certain control tasks appear to be too much, too complex, and too involved to be easily undertaken by the general staff of the department, some professionals should be allowed to do it, that is, special inspectors, Supervisor or specialized supervisory authority.

It is best to be able to answer the following question no matter what the job is: "How to control it?" Because control affects all types of jobs and workers at all levels, there are many different methods of control. , like management prediction, organizational command and coordination, the control element always requires a persistent concentration and high art when executed.