The role and benefits of implementing humanized management in enterprises!

Abstract: Humanized management, as a kind of modern enterprise management style, is a fundamental transcendence and a higher level of management style relative to various other types of management style. On the basis of elaborating the scientific management theory and its limitations, this paper summarizes the difference between the humanized management theory and the scientific management theory, and systematically analyzes the technical composition of the institutionalization of the humanized management of enterprises from the five aspects of the enterprise management style, enterprise management organizational structure, enterprise management decision-making and information, enterprise production management and enterprise human resource management respectively, and provides the humanized management of enterprise management with certain views.

Keywords: enterprise management; humanization; institutionalization

PrefaceManagement ideas and management activities have existed since the formation of human society, but enterprise management has become a science since 1911 when Tyro's Principles of Scientific Management was published less than a hundred years ago. Throughout the development of enterprise management, we can clearly find the trend of humanization of enterprise management, humanized management is the inevitable development of enterprise management. Therefore, the humanized management of enterprises is getting more and more attention and importance. Humanized management believes that human nature is the starting point of management, management should care for people, love and care for people, and refine this respect and care into the minutiae of management practice. All the connotation of humanized management is not only to discover human nature to excavate human nature, but also to respect human nature in the management practice, reflect human nature, all from the human nature to consider the posture of management, so that the subject position of people in the management to get the maximum extent of the promotion [1].

Successful enterprises have put the establishment of humane management concept in the first place, humane management is characterized by respect for people, trust, love and motivation of people, the humanization of modern enterprise management should be the establishment of a sound compensation and welfare system, in order to stimulate the staff's sense of responsibility, improve productivity and quality of work; the implementation of the "humanization of labor ", to further improve labor protection and the application of human physiological characteristics of the production tools, production methods and labor environment; in the enterprise to create a harmonious atmosphere and equal opportunity competitive environment; cultivate to meet the human nature of the development of the soil and other initiatives.

I. Scientific management theory and its limitations

Since the late nineteenth century and early twentieth century, Taylor created the theory of scientific management, the theory of scientific management has been occupying an important position in the West. It later developed into an important contemporary school of management theory. The main point of view is the claim that the scientific method and quantitative methods are used in the management process to solve problems, focusing on analyzing and explaining the scientific and rational components and quantifiable aspects of management. The main features are [2]: (1) On the basis of the division of labor, the powers and responsibilities of each position are defined and institutionalized as clear norms. (2) Determine the status of different positions in the organization according to the amount of power they have, forming an orderly hierarchical system that is consolidated in the form of a system. (2) The characteristics of a position and the requirements of the position in terms of the competencies expected of a person are clearly defined. (4) Managers are in the position of having power according to the authority granted by law, and in principle all people are subordinate to the provisions of the system, not to a particular person. (4) When managers implement management, each manager is responsible only for a specific job and has the power necessary to carry out his or her functions; the power is subject to strict limitations and is subordinate to the provisions of the relevant statutes and systems. (6) A manager's office is his profession; he has a fixed remuneration, opportunities for promotion according to his talents, and should be loyal to his office rather than to a particular person. The advantages of the scientific management theory are: First, the separation of the individual from power, the bureaucracy is free from the random, changeable and subjective bias of the traditional organization, and has much superior precision, continuity, *ability and stability. Secondly, it is a concrete manifestation of the spirit of rationality and rationalization. In a typical bureaucracy, there exists a web of rules and regulations with continuity, covering many major aspects of the organizational management process,. It establishes clear, comprehensive and unambiguous requirements for each task, thus making the functioning of the organization and the conduct of individuals as little dependent on them as possible. Third, it is suited to the needs of large business organizations since the Industrial Revolution. Early traditional organizations rely too much on individuals and nepotism, personal dependence, the use of arbitrary, subjective, variable management, is not suitable for the requirements of management of large business organizations. Since industrialization, large-scale enterprise organization is large, fine division of labor, multi-level, need a high degree of unity, with accurate, continuous, stable order to ensure. Scientific management theory is mainly through the system of norms to unify the management of staff thinking and behavior, in the actual management of the "see things but not people" phenomenon is more prominent. Even treat people as tools, that people are the pursuit of economic interests of the economic man, ignoring the higher level of emotional needs. Managers are workaholics, require subordinates to become workaholics, they have to do everything themselves, trying to control everything and allow their own mistakes, because any of their own mistakes may undermine their own prestige, and this is precisely what they can not accept. Employees are often the business of the passer-by, the goal is relatively single, or in the work, they let what to do what to do, let how to do how to do, tired people do not tired, no responsibility and no pressure, hard work is my business, skillful work is a matter of leadership, in terms of knowledge, or they learn, or to stay in a hand, the enthusiasm for work is limited to a certain extent.

Two, humanized management theory and scientific management theory of the difference

In China's enterprise management practice, some people believe that scientific management is more practical, some people believe that humanized management is better. In fact, the two are two special and effective management mode, they are produced in different social and historical conditions, and in the different stages of enterprise management, respectively, in the dominant position, the two timely and appropriate integration, is the wise choice of China's enterprises [3].

The core concept of humanized management is of course people-oriented. This is a major enhancement of the machine-based, technology-based scientific management concept. It requires managers and employees *** with a complete revolution in psychology and behavior, so that enterprise management from the management concept, management system, management technology, management attitude until the management of efficiency has a comprehensive transformation. This transformation will reflect the objective law that people dominate nature and people are the spirit of all things. Obviously, humanized management is not a wholesale denial of scientific management, but a rational inheritance, a scientific revision. It draws on the scientific ideas in scientific management, and affirms the significant role of the system in enterprise management, while reversing the scientific management of "people" and "things" and then reversed, so that the "people "always in the original dominant position. This is not simply conforming to the trend, but frankly respecting the facts. This pragmatic "humanistic consciousness" + "scientific spirit" is the outstanding contribution of humanistic management theory to mankind, but also the fundamental reason why it is universally admired.

In practice, due to the lack of humane management of the management failure caused by the lessons are not few. Such as the collapse of the like three groups, Zhengzhou Asia Asia Group's bankruptcy, the Qinchi winery's dream of destruction have proved that the "patriarchal", "one-word" centralized management of the failure. From the way of management practice, scientific management requires scientific, rational, quantitative means and methods, the establishment of work standards and operational norms, to provide a strict institutional environment for enterprise management [4]. When the enterprise management is at a low level, this management mode is quite effective in training employees' professional concepts and skills, developing scientific awareness and character, and thus improving enterprise management. The operation of humanistic management, on the other hand, requires the unprecedented awakening of the human subject consciousness as a prerequisite, based on the pursuit of the equality of personality of all people in the organization, based on the excellent skills and dedication of all members of the organization, and ultimately achieving self-management through democratic management and participation. Obviously, humane management is committed to the optimization of the management environment; committed to the communication of the staff's ideas and potential excavation; committed to the design and implementation of management system; committed to the shaping of corporate culture; and at the same time, committed to the satisfaction of the staff's needs.

Humanized management is both the inevitable dependence on scientific management and the natural transcendence of scientific management. In the enterprise management at a higher level, this is a more effective management mode. Humanized management and scientific management of the theoretical connotation and mode of operation tells us: humanized management, is based on the development of scientific management of a new management model, its concept reflects the social reality of human resources is the first resource, and therefore more advanced; but it is the operation of the conditions than the scientific management is also more stringent. Although the humanized management is all enterprise management must follow a trend of the times, but different enterprises in the implementation of the process, should also be theoretical and practical, according to the specific circumstances of the enterprise, choose a leading management mode.

Three, the enterprise humanized management institutionalization of technical composition

Conceptual things can only be transformed into reality through practice. Any kind of scientific theory can only realize its value by transforming it into reality. Enterprise humanized management model of the value of the implication is precisely through its technical support to be put into practice, in the enterprise management activities to produce the effect of obtaining "economic proof", so as to achieve the "scientific form". The close combination of value and technology, purpose and means constitutes a complete and unified humanized management, and any attempt to split the relationship between the two, the practice of overlooking and neglecting one or the other is not desirable. Value level of humanized management and technical level of humanized management is inseparable, is a problem of two aspects, their relationship is similar to the content and form, ends and means of the relationship [5].

The above elaborates the connotation and characteristics of humanized management from the value level, then from the technical level, how is the enterprise's humanized management implemented in the specific management practice? How to implement the concept of humanized management into the reality of management activities? Based on the results of enterprise management theory and practice, this paper selectively develops the examination of the technical level of enterprise humanization management from several key links and aspects.

1. Humanization of enterprise management

There are several common ways of enterprise humanization management, including emotional management, democratic management, cultural management and other three main levels[6].

First, emotional management. Emotional factor is an important factor that constitutes the non-power influence of managers, and is also an important factor that affects the initiative and efficiency of the work of the managed. Positive emotions will make people youthful, energetic, have a strong ability to work and labor efficiency; on the contrary, it will make people slow, depressed, the work state greatly reduced. Emotional factors affect the whole process of management. Emotional management, is to focus on the inner world of people, according to the plasticity of emotions, tendency and stability of the characteristics of management, the core is to stimulate the enthusiasm of the workers, to eliminate the negative feelings of the workers. To give full play to the efficacy of emotion in management, fully develop the potential of the managed and stimulate their intrinsic motivation, the principles of trust, respect and care should be followed. The principle of trust. Trust is one of the highest rewards and the basis for establishing emotions between people.

Secondly, democratization management. Democratization management is an important way of enterprise humanization management. Democracy is an important principle of regulating interpersonal relations within the enterprise, but also to ensure that the management of the activities of the important conditions for the correct and smooth progress, only when people practically manage their own affairs, in order to really stimulate a sense of belonging to the enterprise, the fate of the same sense of responsibility, so as to contribute to the survival and development of the enterprise to the best of their ability. Authoritarian style of management due to the implementation of arbitrary management, and subordinates have no emotional exchange, and subordinates are prone to negative dissatisfaction, and even generate resentment and resistance. Laissez-faire style of management is actually anarchic management, all the masses of self-management, this style of work is difficult to complete the work objectives, the manager also has no authority. Democratization of management to implement participatory management, the management of the right to the masses, encourage them to actively express their views, is conducive to enhance the cohesion and centripetal force of the organization, so that the management of the smooth implementation. The practice of humanized management shows that the implementation of democratic management or participation in management can, on the one hand, achieve the purpose of improving the relationship between the organization and its members, improve morale and ease resistance; on the other hand, it can also develop the potential of employees, as a way to improve individual and corporate performance.

Finally, cultural management. In a certain sense, a modern enterprise humane management is gradually evolving into a cultural management. 20 century 80's the emergence of enterprise cultural management boom is enough to prove. This phenomenon in the development of enterprise management has increasingly attracted the attention of enterprise management experts. The concept of culture has differences, enterprise management in the so-called culture generally refers to the systematic outlook on life, values and code of conduct, as well as personal behavior can be accepted by the collective *** with the standards, norms and modes of the sum. Corporate culture is the sum of behavioral norms centered on the overall values of the enterprise, including corporate image, rules and regulations, code of conduct, business philosophy, ethics, cultural life, entrepreneurial spirit, value standards, management philosophy, etc.[6].

The above five kinds of humane management of enterprises from shallow to deep, layer by layer, constituting a modern enterprise humane management means "set of combinations". Enterprise managers in the actual operation of the process should pay attention to the combination of their own characteristics of enterprises, flexible, creative use, in the practice of enterprise management, and constantly enrich and improve the way of enterprise humane management.

2. The humanization of enterprise management organization structure

For a long time, the enterprise management organization structure is set according to the management function of the management department, according to the management of the magnitude of the management, thus forming a pyramid type management organization structure. This organizational structure is less and less adaptable to the letter of the Kai, the requirements of society, reduce the management level and management departments has become the new trend. To this end, the humanized management puts forward the "enterprise reengineering" new ideas, advocates the enterprise management organization structure reorganization, reengineering, from centralized to decentralized transformation, the period since the dominant pyramid type of organization structure to change to the net parallel type of flattened management organization structure. This kind of flat management organizational structure is the gradual development. Currently, with the expansion of multinational corporations, the trend of this flat management is more obvious. Typical example is the merger within the industry, such as Boeing merged McDonnell Douglas and the European aircraft manufacturing industry to fight, for this industry merger after the formation of giant enterprises, if there is no flat management model, still follow the pyramid type of straight-line functional system, it is bound to work [7].

China's emergence of "labor capital" of enterprise reform pilot is also the embodiment of flat management. This reform makes in addition to skills and knowledge can be used as a kind of capital, the general staff can also be their own labor as capital participation. This will lead to three changes: from the traditional subordinate relationship between the manager and the managed to a de facto partnership; from the personal owner of the employee's own labor or intelligence to the owner of the enterprise's assets; and from the manager's external incentives to self-motivation because of the ability to share the profits of the enterprise, from other-discipline to self-discipline. This is in the form of management and property rights in the form of affirmation of the staff's ownership status, rather than words, verbal master. It can be seen that the implementation of decentralized management of the flat model touches the deepest is the enterprise property rights structure. With the free circulation of company shares, capital is increasingly socialized and publicized, which will eventually lead to the socialization of property rights and social ownership of enterprises.

3. Humanization of management decisions and information

The key to business management is decision-making. The humanization of management decision-making can be understood from two aspects:

First, the decision-making goal changes from the optimization criterion to the satisfaction criterion. The decision-making theory in scientific management theory believes that the selection of decision-making goals should follow the optimization criterion, that is, to seek the optimal solution under certain conditions. Optimization criterion is a kind of rigid criterion, its application, only in the "decision-making all measures and programs are known, and the results of the first program can be determined", can be achieved. But in real life due to the complexity of the environment and conditions, the decision maker can not find all the options, nor is it possible to compare all the options, and therefore "optimization criterion exists only in the logical reasoning, no practical value".

Second, the decision-making process requires that the scientific decision-making must be based on democratization. The relationship between democratization and scientization in the decision-making process is similar to the relationship between "more planning" and "good judgment". "Many plans" embodies democratization, "good judgment" embodies scientization. Scientific decision-making must be based on democratization. Decision-making on major issues in the enterprise must not only rely on the "chief will", a person said, but must be from the "Hall of One Voice" to the "group Hall of Words". "A hall" type of decision-making belongs to the "rigid decision-making", it is difficult to avoid subjective, one-sided, arbitrary errors, the harm is great. The "Hall of Groups" type of decision-making is by the relevant young, members of the independent and free to express their views and suggestions, and then based on this, for a comprehensive analysis, choose the good and follow. The resulting decision is called humanized decision-making [7]. In addition, in order to better realize the organic combination of democratization and scientification in decision-making, should establish "planning", "break" that is relatively separate and mutual constraints of modern decision-making system. The main feature of this system is the parallel establishment of decision-making system and decision support system of two relatively independent systems, the latter as the former "brain" for the decision-making system to give full play to the scientific decision-making "think tank" role.

The key to enterprise management is decision-making, the key to decision-making is to master a large amount of information, and to analyze it scientifically, to remove the false, to extract the essence of the rough. Thus, the humanization of decision-making to have the humanization of information to adapt to, without the support of humanized information, humanized decision-making is very difficult to do.

With the above "one voice" type of decision-making belongs to the rigid decision-making, "group" type of decision-making belongs to the humanization of decision-making associated with a single piece of information can be called rigid information, flexible, diversified information can be called humanized information. Humanized management decision-making information required is complex and diverse, rather than a single. This complex and diverse information can be categorized into different categories, such as quantitative and qualitative information; financial information, and non-financial information; static and dynamic information; internal and external information, and so on. Of course, this classification of information also has its own uncertainty, which is often the same information can be categorized into a variety of different categories. For example, customer satisfaction reflected by the number of returns and repairs is both quantitative and qualitative information; both internal and external information; both material and spiritual information.

4. Humanization of enterprise production management

The specific performance of enterprise humanization management in production management is "customer-oriented production". For a long time, the pursuit of economies of scale is the main goal of enterprise production management. The pursuit of this goal actually shows the principle position of an enterprise is to produce for itself or for the customer. Into the 20th century since the 1990s, the pursuit of enterprise production management objectives have undergone significant changes, a major historical shift is from the traditional "mass production" to "customer-oriented production". The objective economic basis for this shift is that: if a society is in a state of poverty, when materials are relatively scarce, the consumer psychology and consumer behavior of the general public is relatively single, and therefore easier to satisfy. Once a society enters a state of affluence, the public has more wealth, strong purchasing power, consumer psychology will become complex, consumer behavior will become more selective (more selective). This requires enterprises to provide more diversified and personalized products and services in a timely manner [8]. In addition, there are several other specific reasons that lead to this shift in production management: first, large-scale production requires a constant increase in the production capacity of equipment, which leads to an increase in production and management costs and often creates excess and surplus production capacity, resulting in intangible losses of fixed assets. Second, large-scale production makes it increasingly difficult to assess the efficiency of employees, which in turn leads to a weakening of incentives. Third, as the complexity of management grows, the workload of organizational coordination increases geometrically, which restricts management efficiency. Fourth, the complexity of the management system directly leads to the increase in the number of management levels, the distortion of the information feedback upward and instructions downward transmission is difficult to avoid.

Social demand for such changes in the actual management of these problems, reflected in the production management, is the traditional pursuit of "economies of scale" as the main goal of "mass production" into a complex and diverse customer needs to respond quickly to "customer demand". Customer-oriented production" that can respond quickly to the complex and diverse needs of customers. "Customer-oriented production" requires enterprises to provide more new products in a shorter period of time, and accelerate the upgrading of products and services. For example, the use of humanized production lines to flexibly organize production, highlighting the multi-species, small batch. Comprehensive production management humanization, that is, "customer-oriented production" also includes the humanization of the production process, the humanization of the product and the humanization of the infrastructure in three aspects.

5. Humanization of human resource management

The difference between humanized human resource management and traditional personnel management is that the former is not only regarded as a cost, but also regarded as the most valuable, value-added resources in the enterprise. A little thought, it is not difficult to find, here implies a philosophical paradox: people-oriented is to treat people as human beings, not as any form of tools or means, people are the highest value in the world, people itself is the purpose. But to see people as a resource, even if it is a valuable resource, has the aspect of manipulation and utilization of people, who are still nothing more than a means to achieve the utilitarian goals of the enterprise. This contradiction in thinking also reflects a kind of dichotomy state of human existence: from the standpoint of humanism, people are the highest purpose, all human activities should serve people, whether it is conducive to the existence and development of human beings is to measure the highest value of all the scale. On the other hand, as the purpose of man, is the reality of the living, with a variety of needs and desires of people, the external world will not automatically come to meet the needs of people, people must act as a means to their own activities to meet their needs. How to solve this contradiction? The theory of humanized management believes that: on the basis of people-oriented, the people as the end and as a means to unify people. The person as an end is the ultimate value, and the person as a means is derived from this ultimate value. It is important to emphasize this point as a reminder to prevent putting the cart before the horse in management practice [9] .

Therefore, the effect pursued by human resource management should not only be utilitarian goals such as cost savings, performance improvement, increased attendance, and increased efficiency, but also humanistic goals related to human nature such as improved quality of work life, increased employee satisfaction, and employee growth and development. These humanistic goals have independent value and significance in their own right, rather than being a means to achieve utilitarian goals.

Acknowledging the reasonableness of the various needs of people, and do everything possible to create conditions to meet them, and promote the overall development of people, which is an important responsibility of humane human resource management. Humanized human resource management should move the management perspective from work to people, the design of work, the formulation of rules and regulations, organizational structure, management changes, to give more consideration to human factors. In fact, work expansion and enrichment, increased flexible working hours, employee participation in management, team building, career design and other management styles all reflect the return of human resource management to human nature as a characteristic of the times.

In short, the enterprise management style, management organization, management decision-making and information, production management and human resource management of these five links **** with the technical level of the enterprise humane management system constitutes the backbone. Undoubtedly, the various aspects of the technical level of humanization management is mutual influence, interlinked, mutual constraints, any one link or aspect of the problem will have a negative effect on the other links and the whole humanization management. For example, without the humanization of the organizational structure that is flat management, it is difficult to realize the customer-oriented production management; without the humanization of information can not do the humanization of decision-making: not the correct application of the humanization of the management of the way can not be carried out smoothly in the humanization of the management of the activities. In short, in the specific enterprise management practice, we should be good at grasping the technical aspects of humanized management from the whole.