The characteristics of humanistic management are

What we call enterprise-based management refers to the management theory and practice activities that take "people" as the core and most important resource of enterprise management and all employees as the management subject, and focus on how to make full use of and develop the human resources of enterprises and serve the internal and external stakeholders of enterprises, so as to realize the enterprise goals and employee goals. From the above definition, we can see several characteristics of enterprise humanistic management:

1. The core of people-oriented management is people, and people are placed in the position of the most important resource in the organization.

This is the biggest difference between people-oriented management and "material"-centered management, that is to say, all management activities of enterprises are centered on how to know, select, employ, educate and retain people. People become the core resource and the source of enterprise competitiveness, while other resources of enterprises (such as capital, technology and land) are all around how to make full use of this core resource and how to serve people.

2. The main body of people-oriented management is all employees of the enterprise.

People-oriented management is a kind of management with full participation. In an enterprise that implements people-oriented management, every employee is a real master, not only doing what should be done, but also doing what should be done. There is a cooperative division of labor between managers and ordinary employees. In the work order, it is not the traditional top-down control-oriented management mode, but encourages all employees to think strategically about their work and form an independent work order with top-down two-way communication. The focus of enterprise managers is to do a good job of authorization and encouragement after the reorganization of organizational structure, so that every employee can enjoy power, information, knowledge and remuneration, and everyone can feel empowered.

3. The main way for people-oriented management to achieve organizational goals is to use and develop the human resources of the organization.

Because talents have become the source of enterprise competitiveness and the decisive factor to determine the success or failure of enterprises, the only way for enterprises to gain an advantage in competition is to use and develop human resources. At the same time, because the speed of knowledge updating is accelerating, enterprises need to invest more in the human capital of employees.

4. The service object of humanistic management activities is the stakeholders inside and outside the organization.

In the traditional sense, the enterprise form is an owner's enterprise, more precisely, a capital owner's enterprise, which is adapted to the productivity level in the middle and early stage of industrialization. At that time, the knowledge content of products was not high, capital became the scarcest factor of production, and the capital owner obtained the control right and the residual claim right of the enterprise, which was strengthened by the phenomenon of the integration of capital owner and enterprise manager in classical enterprises. However, in the post-industrial society, the "manager revolution" first appeared, and independent professional enterprise managers gradually took the place of capital owners to control the enterprise; Then, with the rise of the new technological revolution, the labor complexity and knowledge content of enterprise products are constantly improving, and employees are not only simple workers in the early days, but also knowledge employees with certain human capital. Modern new institutional economics defines an enterprise as a contract between the owner of material capital and the owner of human capital, and endows all employees (including managers and ordinary employees) with the status of a human capital owner, so that they can control the enterprise and share the residual power like the owner of material capital. Humanistic management is based on this theory to carry out enterprise management activities. Since all employees of the enterprise are one of the owners of the enterprise, they should be the clients of management activities.

With the development and progress of society, the goals of enterprise organizations tend to be more diversified. In addition to achieving its economic goals, it must be responsible for the personal development goals of shareholders and employees. It must also care about the interests of customers, abide by national laws and policies, care about community public welfare undertakings, protect resources and the environment, and combine its economic goals with community development plans and national development goals. Only in this way can enterprises establish a good image, get the general support of the public, and thus achieve greater development. At present, some practices of "green management" are popular in foreign enterprises, such as minimizing environmental pollution in the production process, using recyclable materials as packaging, and producing green natural food. , embodies the broad people-oriented management spirit.

The innovation of enterprise management objective idea that adapts to multi-objective coordination in the era of knowledge economy has begun in developed countries. As we all know, the United States once advocated "profit maximization" most, and profitability was once the only criterion for evaluating the success or failure of American enterprises. However, the standards for evaluating enterprises in the United States have changed greatly. For example, Fortune magazine, which enjoys a high reputation in the world, recently selected the world's outstanding enterprises with nine indicators: innovative spirit; Overall management quality; Long-term investment value; Responsibility to the community and the environment; The ability to attract and retain talents; Quality of products and services; The degree of financial rationality; Proficient in using the company's property and the efficiency of the company's global business. From these nine guiding indicators, we can see that the responsibility of enterprises to employees, society and users accounts for a considerable part in the whole indicator system.