Management Lessons from Ning Xiangdong: Principles of Control

The so-called control, that is, whether it is controlling people, or controlling things, the most important thing is to design a closed loop of control, and we should try to make this closed loop of control can operate smoothly, and can not let any of them fail, or can not operate.

Control can be divided into three pieces:

1. Reach the goal of **** knowledge. The goal is not clear, even if there is a result, there is no way to manage the feedback based on the model called goal and result control earlier. If a party in the intuition that the results are not ideal, this will produce a sense of loss of control. This feeling of loss of control is essentially due to a lack of **** knowledge on the part of the parties involved. Not only is there no **** knowledge, there is not even "other knowledge", or even completely "no knowledge". In the absence of knowledge, there is no way to manage.

2, performance measurement. For example, Kaplan's balanced scorecard and strategy maps and other management ideas and tools, these tools help us accurately measure performance, know that we are not in the direction of the intended direction to go forward, how far to go, how far from the goal.

3, deviation. This includes the comparison, analysis, correction and management of deviations. When a result appears, the meaning of control, is to compare this result with the expected goal, and then see how big the deviation is. The more important control that a manager has when accepting a deviation is the ability to anticipate what the deviation will trigger. For example, will it go beyond what is acceptable at the next stage. If so, this is a hidden crisis, a situation where there may be a risk of losing control.

Chinese control is about controlling power before controlling people. Because many times there is no way to control things, only to control the people who do things. People look at the relationship between people, not only to see on the surface is not a hometown, friends, more importantly, we have to look at the psychological how to think. Otherwise, you will misjudge the situation, you will make mistakes in the relationship processing.

Because control is all about change at any time, working towards a set goal. When feedback is not established, the core is to focus on the process, and within the process there are two aspects of efficiency and firmness. With the iron powder, with the dead party, is to solve the problem of firmness. So, controlling the people, in fact, control the power, control the process.

The levels of control-related content are as follows:

The bottom layer: different human races, combined with their own living environment, their own history and culture, the formation of each distinctive approach to controlling things and controlling people. This layer is particularly original, and there are many tricks that are accompanied by legends and stories that have been passed down from generation to generation.

The second layer: the general logic summarized from the first layer of originality. Once the general logic is summarized, the reason is particularly universal, for example, we are talking about today's "control of power first control people", is a few words, but particularly clear and precise.

The most superficial: the logic of control in the scientific management system, when doing something specific, this set of ideas is very useful. For example, goals, feedback, performance measurement and deviation.

How is the dimension of the control scale? That is, how to control to be effective, usually divided into the time dimension and the way dimension. The core is not to focus on what to control, but at specific points in time, specific control links, do not appear mismatch. The most shouldn't be: the time to control people, control things; the time to control things, control people.

Specifically as follows:

1, the more you can say the goal, the more you have to emphasize the management of things, at the point of time to pay attention to the feedback, the more you have to pay attention to the micro in the way of control;

2, the more you can't say the goal, the more important the process of controlling things, the more you have to emphasize the management of people. For such a situation, the more the point in time to emphasize the feed-forward, the more in the way of control to focus on the macro.

The time dimension is divided into feed-forward and feedback: the external environment is not clear, to find people who can be worth trusting, so that they work dutifully, feed-forward control is a very important means. In general, the higher the position, the more important feed-forward management is. At the top of the organization, feed-forward management is relatively important and more time should be spent on recruiting and motivating people, while contemporaneous control is relatively less important and feedback management is important. In contrast, is to carry out strategic control, to success or failure.

Details of the dimensions of micro and macro: at the grassroots level of the organization, especially at the grassroots level of large companies, due to the overall management of the organization is the management of the plan, the management of the indicators, the number of organizations is particularly large, the enterprise to judge things is the performance of whether to achieve the same standard for all employees, encountered the problem is in accordance with the rules and regulations to deal with. Such an organization, for the grass-roots employees, tend to be very specific, very microscopic.

Reflection:

Control is a word in a continuous context, that is, in the present VUCA era, we are more to improve the probability of controllable, want to reach complete control is difficult, and control in a sense is also to limit some opportunities. But in the link that can be standardized and quantified, control can be used to optimize efficiency, emphasize the system and process, grasp the key nodes; in the development of new territories in Xinjiang there is no counterpart to control people, choose the right people.