Before Mr. kazuo inamori, there was almost no connection between Japanese "management" and "philosophy". In China, although "scientific management" was advocated after the reform and opening up, there was no such thing as "management philosophy" for a long time.
It is estimated that you have heard of kazuo inamori, 1932 was born in Kagoshima City, Kagoshima Prefecture, and graduated from Kagoshima University. At the age of 27, he founded Kyoto Ceramics Co., Ltd. (now Kyocera), and at the age of 52, he founded Second Telecom (formerly known as DDI, now known as KDDI, the second largest communication company in Japan after NTT), both of which entered the world's top 500 in his lifetime.
So many people admire him and wonder how he did it. Twelve management principles are kazuo inamori's management philosophy. The book expounds in detail how to improve the thoughts and spirit of operators from many aspects, and then successfully promote their careers.
This book is based on the macro proposition of "being a man, what is right", and vividly tells the supreme management philosophy of JAL that kazuo inamori founded two Fortune 500 companies and successfully saved the Fortune 500 companies on the verge of bankruptcy.
Noble thoughts contain great power.
Thinking is the function of human consciousness. But if you hold a good idea, think about a difficult problem, think about it all the time, think about it all the time, think about it hard, think about it 24 hours a day, think about it repeatedly, deeply and strongly, so that your wishes will penetrate into the subconscious. Inadvertently, the subconscious will suddenly give you inspiration, make your heart shine, immediately grasp the core of the matter, and the problem will be solved in an instant.
Mr kazuo inamori called this inspiration "the wisdom of God". Mr. kazuo inamori recalled the process of inventing the synthesis method of forsterite, and said, "The inspiration that flashed in my mind at that time was not from my personal strength. At the moment when I accidentally tripped over paraffin, it was' God' that inspired me and made me have an epiphany. " Kazuo inamori said: "If not, I can't explain why I can make world-class inventions with average ability and insufficient knowledge, technology, experience and equipment."
Kazuo inamori's Twelve Management Articles summarized complex management factors into simple and clear principles.
- 1-? Set lofty career goals
Why do you want to work in this industry? What is the reason for this enterprise to exist? Of course, everyone has various situations, but the purpose and significance of starting a business must be clearly expressed. Some people do make money and others support their families. However, it is not enough to unite many employees to run enterprises with Qixin just by relying on this category. The higher the purpose and significance of the cause, the better. In other words, we must establish a aboveboard business purpose.
Lack of "proper name" can't make all employees work hard.
Operators must do their best for the material and psychological happiness of their employees, and must be above selfishness in order to give enterprises a sense of justice. This aboveboard professional purpose can best arouse the inner voice of employees and get their long-term and all-round help to the enterprise. At the same time, righteousness and birthright also give operators enough confidence, so that they can be aboveboard, free from any constraints, and devote themselves wholeheartedly to the business.
-2-? Set specific goals and communicate with employees at any time.
State your goals clearly with specific figures. Not only sales, but also profits, we should establish clear goals and express them with specific figures. And this goal must be clear in space and time.
The so-called clear space means that the target is not the abstract number of the whole company, but the detailed information of each department, and the smallest organizational unit on site must also have a clear digital target. Furthermore, every grass-roots employee should have clear indicators and specific goals.
Set monthly goals. When the monthly goals are clear, everyone can see their daily goals. Employees know their daily tasks, and in order to accomplish these tasks, they must set clear goals. Every employee works hard to complete the task, every department can achieve the goal, and the overall goal of the company is naturally achieved; Daily goals are achieved, and over time, monthly and annual business goals are naturally achieved.
1) Only when you have clear goals can you have goals with employees.
If the goal is unclear, that is, the operator can't point out the direction of the company, and the employees don't know the general direction of the company. They can only complete the task at hand very limited, and there is no model, so they can't make better predictive suggestions or contributions.
2) Don't make long-term plans.
It is almost impossible to make a long-term plan, which will make the plan itself meaningless. Employees will gradually ignore such plans.
Therefore, powerful companies or managers will split the plan and make it concrete so that everyone can easily implement and complete it.
-3-? Have a strong desire in your chest
Stephen Chow said in the movie: If people don't have dreams, what's the difference with salted fish?
Yes, there are still dreams. What if it comes true?
Working overtime until late at night every day, there is always a noodle seller at the factory gate. Kazuo inamori and his staff always talk about their dreams for the future over supper. The scene has always been vivid.
In fact, operators who say dreams are sometimes dubious. But often say you believe. And will work hard for this, unite as one and spare no effort.
-4-? Make as much effort as others.
If you fall halfway, you may fall behind if you can't run. However, instead of taking part in a game with no chance of winning, it is better to go all out from the beginning, even if the time is not long, to challenge.
Fortunately, unconsciously, we actually adapted to the high speed, and used this high speed to run until today.
"Running and running, I found that the people in front were not fast, so I accelerated and surpassed them. Now I have surpassed the second group and the leader has entered the field of vision. Come on, you can catch up with the vanguard according to this battle! " Running a 100-meter marathon is worthy of being "no less than anyone's efforts."
-5-? Maximize sales and minimize expenses.
The addition operation of "double orders, double personnel and double equipment" is very dangerous. Once orders are reduced, sales are reduced and expenses are increased, it will immediately become a loss-making enterprise.
To implement the principle of "maximizing sales and minimizing expenses", it is necessary to establish a system to make the monthly expenses of each department clear at a glance. To this end, Kyocera introduced the so-called "amoeba management" management system shortly after its opening.
The so-called "amoeba management" is to calculate how much added value each amoeba produces per hour, that is, subtract all the monthly expenses from the monthly sales of each amoeba and divide the rest by the total hours per month. As an operational indicator, we call it "hourly accounting system".
-6-? Pricing is management.
In the fierce market competition, the price is often determined by the market first. The price set by cost plus profit is too high to be sold. If the price is reduced, the expected profit will be ruined, and enterprises will easily fall into a loss dilemma.
Therefore, kazuo inamori's positioning of technical developers is as follows: "You may think that the job of technicians is to develop new products and technologies. But I don't think this is enough. Only by seriously considering reducing costs while developing can we become an excellent technician. "
"Pricing", "purchasing" and "reducing production costs" must be linked together, and "pricing" cannot be done in isolation. "Pricing" is responsible for reducing procurement costs and production costs.
At the moment of determining the price, we must consider reducing the manufacturing cost. On the other hand, it is precisely because of the clear idea of reducing costs that the correct pricing can be achieved. If the price is decided by a business manager who lacks such awareness of purchasing strategy, it will be in trouble.
Pricing is management, and pricing is the business of operators. Furthermore, whether the pricing is reasonable also reflects the personality of the operator.
-7-? Management depends on strong will.
At first, it was the personal wish of the operator, but later, all employees must be asked to send out "Well, let's do it together!" Nice voice.
Therefore, the business goal that embodies the will of the operator must become the will of all employees. Employees generally refuse to take the lead in putting forward high goals that make them suffer, and the decision-making power has to be decided by the operators. But a top-down goal requires a bottom-up response. This is "turning the will of the operator into the will of the employee".
"With monthly sales of 654.38+0 billion yen as the goal. Reach, all employees travel to China and Hongkong; If not, all the staff will go to the temple to practice. " -I announced this at a delicate moment when the goal was completed or not. As a result, everyone worked hard and accomplished the task well. So we rented a charter flight and all the staff went to Hong Kong for three days, thus enhancing the sense of unity with the staff.
Be sure to set high goals and then challenge.
But if the goal is too high, it will become a moon in the water and a flower in the mirror. In this way, no one will pay serious attention to the business objectives set by operators in the future.
-8-? Burning Soul
The management of soul-burning fighting needs a strong fighting spirit, no less than any fighting.
The "fighting spirit" needed in the fighting field is also essential in business.
Those who are so good-tempered that they have never even quarreled should give up the presidency to someone who can fight better.
No matter how good the management is, after all, it is fierce competition among enterprises. Even if a small enterprise has only two or three employees, if the operator lacks "fighting spirit" and can't play a high-spirited fighting spirit to protect employees, it will certainly fail.
The so-called "soul fight" is not rude, but the desperate courage of a mother to defend her children.
Such fighting spirit is indispensable for operators when performing tasks. Usually cowardice, no quarrel, no fighting spirit, but as an operator, once faced with danger, in order to protect employees, you should stand up immediately. Without this spirit, it is impossible for operators to gain the sincere trust of employees. This heroism comes from a strong sense of responsibility.
-9-? Courage in the face of adversity
Why do you need courage?
First of all, it takes courage to judge things. As long as we judge according to the principle of "human nature", there will be no big mistakes in operating enterprises.
Courage can also be called "courage".
Kazuo inamori read an article written by a Japanese enlightenment thinker. He is proficient in oriental classics, including so-called "knowledge", "knowledge" and "courage".
1) "Knowledge" refers to all kinds of information, and it refers to the rational understanding of these information. A lot of knowledge seems to be very learned, but a lot of so-called "knowledge" is often of little practical value.
2) To raise "knowledge" to the level of "knowledge". "Knowledge" is a firm "belief" from my heart after I really understand the essence of "knowledge".
Knowledge is a prerequisite for being an operator.
Some people say that the company's second-in-command only needs "knowledge" and does not need to emphasize "knowledge". However, the person in charge of a company, that is, the operator, must have "knowledge", that is, "trust", otherwise it is impossible to make a correct and appropriate judgment on things.
3) Real operators should also have "courage". Courage is knowledge plus courage, or courage. Because I have an unshakable belief from the depths of my soul, I can hold my head high and be fearless.
- 10-? Constantly engage in creative work
Constantly engaged in creative work, tomorrow is better than today, and the day after tomorrow is better than tomorrow, constantly pondering, constantly improving and striving for perfection.
- 1 1-? Be caring and honest.
The caring heart here can also be called "altruistic" heart. We should not only consider our own interests, but also the interests of each other. If necessary, even if you sacrifice yourself, you should try your best for each other.
Many people think that the expressions of "caring" and "altruism" are actually difficult to implement in a competitive business society. China's ancient book Shangshu said: "Full loss, modest benefit."
Respecting each other and thinking for each other, that is, "altruistic" behavior, may seem to bring harm to yourself at first glance, but in the long run, it will definitely bring good results to yourself and others.
- 12-? Keep an optimistic attitude.
Keep an optimistic attitude, live an honest life with dreams and hopes.
The operator must keep a cheerful attitude at the same time. If you are nervous and relaxed, it will be difficult to persist in long-term operation.
On the one hand, it is the determination to work hard, on the other hand, it is the belief that it will succeed. Optimism in the face of difficulties and adversity is the iron law of success in life and the survival wisdom of operators.
Operators should have three strengths, one is "self-reliance" and the other is "heteronomy".
"Self-reliance", as the name implies, refers to the ability or strength possessed by the operators themselves. Two kinds of "others": one refers to the right-hand man, the right-hand man and the strength of enterprise employees; The other refers to the forces of the universe and nature.
The last part of this book is the report of student representatives from Hesheng University. As a case of practicing kazuo inamori's management philosophy, there are two favorite examples:
1) At the beginning of employees' attendance, the company stipulated a fine of 10 yuan for being late and a fine of 20 yuan for leaving early, but this did not curb the phenomenon of being late and leaving early. After being punished, the young man felt at ease. After being punished many times, many people become "smooth hands".
After learning kazuo inamori's management philosophy, the company cancelled the attendance system and went to work consciously instead. For employees who are late and leave early, leaders will help them solve their difficulties out of concern. After doing this, the phenomenon of being late and leaving early disappeared instantly. On the contrary, more people went to work early and worked overtime after work.
2) growth funds's "post-80s" and "post-90s" are mostly faced with life events such as buying a house, getting married and having children. In order to provide support for each family member, the company set up a growth fund. When there are significant expenses, employees can apply for growth funds. Everyone feels very warm and happy to get financial support from the company in major personal activities. In addition, the company also set up a love fund to help employees in difficulty, and a filial piety fund to let the company and employees do their filial piety together, and launched a love donation to help the emergency.
abstract
After reading kazuo inamori's Twelve Management Articles, I came into contact with Buffett's snowball.
Many powerful people will eventually take the simple road, establish and adhere to their simplest and most ordinary principles. Just like many great truths, everyone seems to understand them, but how many people really understand them and how many people really understand them.
So I also understand why many companies are not doing well now, because too many people only do it for themselves, for listing and for making money. Or just a professional manager, only paying attention to his personal performance in just a few years.
Kazuo inamori's Twelve Management Articles are not only suitable for entrepreneurs, entrepreneurs, but also especially suitable for all employees to study together. Establishing basic management consciousness is helpful to deal with various management dilemmas.
Work, life and work results = four-dimensional formula × passion × ability.
It is indeed unprecedented for entrepreneurs to put forward such an important philosophical point so clearly and concisely and practice it all their lives.
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