The Analects of Confucius and Management: 1, People-oriented, All roads lead to the same goal.

People-oriented, all roads lead to the same goal.

The original code: Aigong asked: "What if you are hungry for one year?"

If you are right, just say, "Is it terrible?"

Yue: "Second, I am not enough, so how thorough is it?"

He said: "People's foot is a monarch, or is it insufficient?" If the people are insufficient, are you enough? "

-"The Analects of Confucius Yan Yuan"

Lu Aigong asked if there was: "What if the year is not good and the state expenditure is not enough?"

If so, he replied, "Why not tithe?"

Ai Zhengyi: "I am two tenths, which is not enough. How can I be one? "

If you answer, "People have spent enough, how can you not spend it?" ? If people don't spend enough, how can you do it? "

First of all, it is not enterprises that apply management theory in practice, but non-profit organizations such as the government. In Lu Aigong's eyes, whether a country is rich or not depends on the amount of money and grain in the national treasury, while Confucius' students think that the people are the foundation of the country, and the standard of enriching the country and enriching the people is the cost of the people. When the years are bad, not only can we not levy more taxes on the people, but we should also be frivolous and reduce the burden on the people. As "Guanzi Herdsmen" said, "the prosperity of politics is in line with the people's hearts; The abolition of government is against the people's hearts. " If the country wants to prosper, the rulers must pay attention to the evils of the people: fear of labor, poverty, danger and childlessness. For politics, they must be happy, rich, safe and rich. The political experience of running the country and keeping the country safe in the history of our country is the benevolent policy thought advocated by Confucianism, which is "people are the most important, the country is the second, and the monarch is the least" and "people are the foundation of the country and the country is the foundation".

There is a red line of people-oriented management thought running through the Confucian thought of benevolent government, that is, advocating benevolent government, opposing collecting the poor and helping the poor, asking the monarch to value the people and love them, but not despise them, adopting policies that are conducive to improving people's livelihood, and emphasizing that the people are the foundation of governing the country and enriching the people economically as the way to govern the country. For example, when Emperor Wendi was in office, he paid attention to reducing the burden on the people. In two and twelve years, Emperor Wendi "reduced the land rent tax by half" twice, that is, the rent rate was reduced to 30 tax, and the land rent was completely exempted in thirteen years. Since then, the Han Dynasty has customized thirty taxes. The tax is also reduced from per person per year 120 yuan to 40 yuan, and the corvee is reduced to once every three years. According to the Records of Hanshu Foodstuffs, the grain in Taicang was rotten and inedible, and the imperial treasury was in surplus, and the capital was worth millions of dollars, even the strings of the money were broken.

What is the status of people in national management? "Benevolent people, people also", Confucianism believes that people themselves are the most important, and every civilian has an independent personality and will, which is the starting point of his benevolent government thought. "Benevolence, love", respect everyone's personality development and interest needs. On this basis, Confucianism attaches importance to the role of the people in the country and boldly points out that "who is the king if the people can't make ends meet?"

At this point, Confucianism, as the source of China's management wisdom, has successfully docked with modern people-oriented management thought. "People-oriented" is the spiritual core of Confucian people-oriented thought in national political life. It not only embodies the essence of modern people-oriented management, but also embodies the meaning of benevolent government thought. It can even be said that the whole management history is a history of gradually exploring "people-oriented".

From the mid-1920s to the early 1930s, there was a sharp contradiction between labor and capital in western countries, and workers' movements broke out one after another. Scientific management that regards people as "speaking tools" is increasingly in crisis. At this time, people-oriented management came into being. For a time, the interpersonal school represented by Mayo, Maslow's hierarchy of needs theory, argyris's "immature-mature" theory, and McGregor's "X-Y" theory in "The Humanity of Enterprises" all broke away from the cage of "seeing things but not people" and shifted the center of management research from "things" to "people". And the interdependence and integration between people and organizations, and then from the perspective of social culture to study human behavior patterns, management thinkers have conducted a comprehensive and in-depth exploration of the role of people in enterprise management, and gradually formed a set of people-oriented management theory.

What is humanistic management? Simply put, it is people-oriented management, that is, taking people as the main object of management and the most important resource of enterprises. The purpose is to study how to play and apply people as the most special factor of production in enterprises, to mobilize and play the enthusiasm and creativity of employees through incentives, and to guide employees to achieve the predetermined goals of enterprises.

However, while affirming personal pursuit and choice, this western management culture places too much emphasis on personal value, which is quite different from the traditional humanistic environment in China, which emphasizes emotion, relationship and face-saving. The former is individual-oriented, emphasizing individuality and affirming individual pursuit and choice; The latter takes the group as the standard, regards the individual as a part of the group and pays attention to the strength and interests of the group. Can China people learn from each other's strong points and forge a management culture that can not only meet individual struggles and pay attention to individual needs, but also ensure individual responsibility and dedication to society?

The answer is yes, because globalization is profoundly affecting our living environment, way of thinking and mental outlook. A Japanese child and his father traveled to Los Angeles. When he got off the plane and saw KFC's fast food restaurant, he exclaimed: "I didn't expect KFC in the United States!" " The success of multinational giants such as Microsoft, Wal-Mart and General Motors, in a sense, has already surpassed the boundaries of countries and nations, showing distinctive universal characteristics. Therefore, the inherent culture of every country and nation is undergoing drastic genetic changes, which are deeply branded with the times. Confucian culture will inevitably collide with other cultural thoughts in China, and old trees will sprout new branches and blossom dazzling flowers.

Vogard, president of Airbus, is a people-oriented practitioner. When talking about the company's business philosophy, he said, "I know very well how much a person can contribute to the company with motivation and innovative spirit. Therefore, I attach great importance to selecting suitable talents, setting goals for them, and taking various measures to encourage or even motivate them to complete their tasks well. " What is China's future management thought? Chinese and western cultures are two sides of this banner, which reads "People-oriented".

Classic example

The first and second in Haier's eyes

At the International Kitchen and Bathroom Equipment Expo, the exhibition area of Haier Group is adjacent to the exhibition area of General Electric, a famous American household appliance company. In contrast, Haier's performance is not inferior. The large-scale enterprise logo composed of five English letters "Haier" is the only rotating enterprise logo in the whole exhibition, which has become a beautiful landscape, and customers come to visit in an endless stream. Accompanied by the propaganda film with strong regional culture in North America, every ten minutes, the handsome and handsome American hostess of Haier, wearing dark blue Haier overalls, pricked up her ears and listened to Mike's explanation, gently lifted the silver bead curtain and slowly unveiled the world's first French-style partitioned variable-temperature refrigerator and environmentally-friendly dual-power washing machine without washing powder. This is really "however, before she started coming towards us, we made a thousand phone calls and urged her for a thousand times, and still hid half of her face behind her guitar from us", so that amazing voice was heard. Its exquisite design and technology caused a sensation among booth customers. This scene took place in Las Vegas, USA in 2007.

1984 years ago, when Zhang Ruimin came to this factory formerly known as Haier Electronic Equipment Factory, Haier was in debt of1470,000 yuan and was on the verge of bankruptcy. How did Haier turn around gorgeously? This has to start with its management philosophy of customer first and employee second. Zhang Ruimin said, Japanese management ten American management+China traditional management culture = Haier. Japanese management emphasizes team spirit and fighting spirit, while American management emphasizes personality stretching and innovative competition. The essence of China's traditional culture runs through a main line, that is, "people-oriented".

Everything is for the user.

For more than ten years, the story of Mao Zongliang, an employee of Haier, sending a washing machine has long been a household name with the sales of Haier products.

1On the morning of July 5th, 995, Haier headquarters received a letter from Chen Zhiyi, chaozhou people, Guangdong Province, asking its subsidiary Harman Lonnie Company to make an appointment with him to deliver the washing machine at home.

The next night 1 1, a Haier Margaret washing machine was shipped from Qingdao to Guangzhou. At 6 o'clock on the third morning, Mao Zongliang, an installation and maintenance worker in Guangzhou, rented a car and escorted the washing machine to Chaozhou. At 2 o'clock in the afternoon, when there was nearly half way to Chaozhou, the car was detained because of incomplete procedures, and the place where the car was detained was in the middle of the village, four or five miles away from the nearest Haifeng City. Under the scorching sun, Mao Zongliang tried his best to stop passing cars by the washing machine, but the driver didn't want to pull it when he saw the size of the washing machine ... In this way, Mao Zongliang stopped more than a dozen cars without results, and it was already 3 pm. "Can't wait any longer ..." The kitten began to look for a rope by the roadside and decided to carry the washing machine back to Haifeng City.

The temperature under the scorching sun is as high as 38 degrees Celsius. Mao Zongliang hasn't had lunch yet, but in order to grab time, he picked up a washing machine weighing about 150 kg and set off. After a while, sweat soaked his clothes, and passers-by looked strange and didn't understand why he was walking in the hot sun with his washing machine on his back. Tired, rest for a while, and then walk, so I walked for more than two hours and walked four miles. When we arrived in Haifeng, it was already past 5 pm. At this time, Mao Zongliang was sweating like a pig, tired and hungry, and almost collapsed. But the first thing he did was contact the sales company and ask them to send a car to pick up the washing machine.

He sat on the side of the road waiting for the washing machine until 8 pm. When the washing machine was loaded into the car and set off, Mao Jialiang remembered that he had not eaten two meals. By the time I arrived in Huzhou, it was already past 0/2 pm/kloc. On the morning of July 8th, Haier staff who participated in the installation work waited anxiously, and they were relieved to see Mao Zongliang arrive safely with the washing machine.

In the eyes of Haier people, customers are the real God. In San Diego, a small town in the western United States, a gentleman enthusiastically walked up to Haier people and held out five fingers, saying that his family now has five pieces of Haier appliances, which the whole family likes very much. If he buys new home appliances, he will definitely buy Haier. Mike Jamel, president of Haier American Trading Company, was on the plane, and the Haier computer bag he carried with him was left as a souvenir by the passengers next to him.

Because this user likes Haier products very much. Being recognized by customers is the biggest praise for Haier people in their eyes.

Thirteen rules for Haier employees

In Haier Corporate Culture Center, there is a yellow manuscript paper with the clause 13 written on it. It is said that this is the first management system document issued by Zhang Ruimin after he arrived in Haier. In this system document, it is impressively written that "no urination is allowed in the workshop". Almost all visitors expressed surprise, doubt and even confusion about this article: Tang Haier, why is the starting point of the system like this?

1984 when Zhang Ruimin first arrived in Haier, this small factory was already in a precarious state: employees couldn't get paid, they fought and called names everywhere, they stole company property at will, they urinated everywhere in the workshop, and so on ... The working atmosphere was very chaotic. Before he came to this factory, he changed three factory directors.

Zhang Ruimin first borrowed tens of thousands of yuan from his friends with personal personality guarantee, and gave each employee two months' salary, which surprised all employees. Then, he held a workers' congress: "The borrowed money must always be returned, and you can only earn it yourself! How to make money, what to produce and what to sell are all my responsibilities. However, once a decision is made, it is up to all employees to produce and sell qualified products. " But he expressed concern. "According to the current situation, fighting and swearing, can this situation stand the test of customers? Can we be civilized, at least in the factory? " Some workers' representatives said, "We must supervise each other and stop beating and cursing." . So the first system was introduced, "Don't hit people, don't swear, or you will be fined ...".

Zhang Ruimin went on to say, "Can we not just take things from the factory?" The workers agreed, so the second rule "Don't rob the company's property, otherwise, you will be fined ..." was formed. Zhang Ruimin made persistent efforts: "Can you stop peeing in the workshop?" At this time, the employee representatives were very excited: "This one can't be done. Are we still human?" So set the third "don't urinate in the workshop, or you will be fined ..."

So I made 13 management regulations in one breath, each of which is close to the moral bottom line of employees, making employees feel that they should not violate it.

Zhang Ruimin didn't let the system stay on this 13. He seized every typical behavior that violated the system, started everyone's discussion, rose to the level of concept, and then formulated a stricter system on the basis of this concept. In this way, every time the system is implemented, an idea will be precipitated, and more systems will be formulated based on this idea. Thus, the quality of employees is constantly improved, and finally the Haier model of "organic combination of system and culture" in Haier's humanistic management is formed.

Comments:

Haier's "people-oriented" and "people" include both customers and employees, because only when customers are satisfied can enterprises be satisfied; To make employees love enterprises, enterprises must first love employees. For customers, Haier put forward a unique slogan "complaints from users are the best gift"; For employees, Haier proposed "treating employees with mother-like care". Zhang Ruimin believes that this is the secret of Haier's success.