What is the specific content of the 3A management model of enterprise management, enterprise management in addition to 3A, 5s and what else?

It is behavior (Action), attitude (Attitude), ability (Ability) 3 English words of the abbreviation, "3A theory" is a human unit of individuals or organizations as the object of study, the results of conscious activity on the object of study of the impact of the three elements, namely, behavior, attitude and ability to content and interrelationship made a comprehensive summary and explanation. The "3A theory" is a comprehensive generalization and explanation of the three elements that influence the outcome of the conscious activities of the research object, namely, the content of behavior, attitude and ability, and their interrelationships. Now applied to business management.

Five Enterprise Management Models

The target model for future enterprise management is to take the institutionalized management model as the basis, and appropriately assimilate and utilize some of the useful elements of several other management models. Why? All because the institutionalized management is more "cruel", the appropriate introduction of a little affectionate relationship, friendship, warm relationship is indeed beneficial. Even sometimes can be appropriate to the management of the conflict and the relationship of interest to do a little random processing, "dilute" the rules, because institutionalization is too dull.

Familialization management mode

This management mode makes use of a very important function in the family blood relationship, that is, the cohesion function, that is, trying to achieve the management of the enterprise through the cohesion function of the family blood relationship. Historically, although an enterprise in its entrepreneurial period, this kind of kinship enterprise management mode did play a good role. However, when the enterprise develops to a certain extent, especially after the enterprise develops into a large enterprise, this kind of affectionate enterprise management mode will soon have problems. Because this management mode used in the family blood relationship in the cohesion function, will be converted from its cohesion function and become internal consumption function, so this management mode should be replaced by other management mode. Our kinship-based enterprise management mode has almost 99% positive impact on the enterprise during the start-up period, but when the enterprise jumps over the start-up period, it also has almost 99% negative impact on the enterprise. The existence of this management mode is only because our country's credit system and legal system is still very imperfect, so that people do not dare to hand over their assets to people who are not related to them, so they have to adopt this kind of affectionate management mode.

Friendship management mode

This management mode also has positive significance in the initial stage of the enterprise. When money is scarce, that is, when buddies can and are willing to stick their necks out for their friends, this model is very cohesive. But when the enterprise development to a certain scale, especially after the enterprise profit growth to a certain extent, the friendship of buddies on the dilution, and thus the enterprise if not with the development of this management mode as soon as possible to adjust, then it will inevitably lead to the enterprise soon decline or even bankruptcy. China has a private enterprise called "Vantone", the beginning is the five people who like to start a friendship enterprise, at that time, we can be paid to taste the courage, entrepreneurs can not care about money. However, when Aptar made its first big profit, the five started to have friction. Feng Lun, the largest shareholder of Vantone at that time, still wanted to continue to adhere to this management mode and make the enterprise develop, he organized the founders of the enterprise to read "Water Margin", so that everyone can remember the lesson of breaking up and splitting up, but in the end, there was no solution to the problem, so a few people had to dissolve the enterprise and give up this friendship management mode. Later, Vantone incubated several businesses as the entrepreneurs each started their own.

Friendliness management mode

This management mode emphasizes that the management should be more mobilizing the intrinsic role of human nature, and Mr. Wang Junheng thinks that only in this way can the enterprise develop quickly. It is right to emphasize the humane side in the enterprise, but the emphasis on the humane side should not be taken as the most important principle of the enterprise management system. The principle of human touch and the principle of enterprise management are principles of different categories, therefore, over-emphasizing the human touch is not only not conducive to the development of the enterprise, but also the enterprise is often out of control in the end, and even will go bankrupt. Some people always like to talk about warmth and conscience in enterprise management, believing that if a person, as an enterprise manager, thinks well for the managed, then the managed will inevitably be well rewarded, i.e., work hard, so that the enterprise will develop better. It can be seen that the warming management mode actually tries to use the principle of conscience in love and justice to deal with management relationship in the enterprise. It is difficult to talk about the so-called conscience in economic interest relations. Conscience, in terms of economic theory, is in fact a kind of ethical and humane form of economic benefits in the form of normative returns. Therefore, if we talk about conscience and humanity in general, without touching on the relationship of interests and mutual benefits, it is actually very difficult to make the managers do their job well, and ultimately, the enterprise will not work well. Management is not just about warmth, but first and foremost about defining interests. Some people are born with warmth, the definition of the relationship of interest is often soft-hearted, however, the definition of the relationship of interest in business management is "ruthless", the definition of the relationship of interest, to a certain point, "the hand is not hot", "The heart is not ruthless" is not possible. Only those who are "unrelenting" in the face of all kinds of interests, especially those who can "pull the plug" on the definition of interests, can become professional managers. For example, if someone is laid off when crying and wailing, a person as a manager of the soft heart, unprincipled pity for the laid-off person and let him on the job, it is entirely possible that this person will not become a professional manager.

Randomized management mode

In reality, the specific manifestation of two forms: one is the private sector in the dictatorial management. The reason why the authoritarian management as a kind of randomized management, is because some private enterprise entrepreneurs are very authoritarian. He calls the shots, he can arbitrarily change any rules and regulations at any time, and his words are the principles and rules, thus this kind of management is a kind of randomized management. Another form, which occurs in state-owned enterprises, is administrative intervention, that is, government agencies can arbitrarily intervene in the business activities of a state-owned enterprise, which finally leads to a very randomized management of the enterprise. It can be seen that this mode of management is either manifested in the private sector as dictatorial management or in the state-owned enterprise system as excessive administrative intervention by the government in the enterprise. The collapse of many private enterprises is now the inevitable result of the implementation of this randomized management mode. Because the words of the entrepreneur said wrong, others can not speak to correct, and even the entrepreneur's decision-making wrong, others can not be changed, and finally can only be the end of the enterprise.

Institutionalized management mode

The so-called institutionalized management mode, that is, in accordance with certain rules have been determined to promote business management. Of course, this rule must be recognized with contractual rules, at the same time, this rule is also symmetrical responsibility and right. Therefore, the future goal of enterprise management model is based on the institutionalized management model, and appropriately absorbed and used several other management model of certain useful factors. Why do I say this because the institutionalized management is more "cruel", the appropriate introduction of a little affectionate relationship, friendship, warm relationship is indeed beneficial. Even sometimes can be appropriate to the management of conflicts and interests in the relationship to do a little random processing, "lighten" the rules, because the institutionalized is too dull. If not properly "soften" a little bit is not good to do, after all, the main object of management or people, and people are not general items, people are a variety of thinking, is with the mobility, so completely institutionalized management can not be. Appropriately absorb the advantages of other management models, synthesized into a hybrid enterprise management model. This may be better. I'm afraid this is China's more than a decade in the choice of enterprise management model, we have come to the *** knowledge of the conclusion.　Enterprise start-up period, affairs are relatively simple, management level and management range has not been very broad, so you can take the direct management of the method, such as some family-owned enterprises in the scale and the field is not yet large period, the use of direct management is very effective. But when the enterprise develops and grows, the management method needs to be innovated and optimized. In a general sense, we can divide the enterprise's "management" methods into these types, and in the different stages of development of the enterprise reasonable and scientific, single or composite to use, can play a more effective role.

Edit paragraph people-oriented enterprise management mode

People-oriented management connotation

No matter what kind of management school, it is first of all the people in the enterprise as a basic value tendency judgment, and then determine the management way and means. The human factor is treated as the primary and essential factor of the fact in management. People-oriented management, the first to establish the dominant position of people in the management process, and then around the mobilization of enterprise people's initiative, enthusiasm and creativity to carry out all the management activities of the enterprise. Through the people-oriented business management activities and the practice of obtaining as much output as possible with as little consumption, to exercise the human will, brain power, intelligence and physical strength, through competitive production and management activities, to achieve the perfect human will and character, improve the human intellect, enhance human physical strength, so that people get beyond the need to be bound to the survival of a more comprehensive free development.

Human-centered management

Subject-object goal coordination (organizational goals and personal needs) | | Motivation | | Contingent Leadership | | Management as training (functional training of employees in the management process) | | Shaping the environmental environment conducive to the full play of human initiative, positivity, creativity, and the full development of the person's own. | | Integration of staff by corporate culture | | Beneficial combination of corporate interests, social interests and personal interests | | Completion of social roles by corporate people

Individuals and Organizations in People-Based Management

Analyze and create corporate people's mental models, creativity, behavioral patterns and self-management, and play their roles in free and comprehensive development of the individual. In the process of people management, it is necessary to purposefully shape the environment so as to dominate the mind, psychology and behavior of individuals. Mental model is the individual in the relevant external things change, in order to seek survival and development, the use of existing information and experience, make the first response, or take active steps to further seize external information, grasp the law of change of objective things, respond to the challenges of the external world, in order to take the initiative to transform the objective world and the subjective world, and to grasp their own destiny of the mindset determined by the transformation of thought, psychology and behavior of the conversion mode.　The training of creative ability is essentially the development of personal potential and the development of function. Behavior pattern is the relationship between behavioral motives and behavioral performance. Self-management, on the other hand, is the management of the enterprise people on themselves, on their own thoughts, psychology and behavioral performance. Through self-management, the enterprise people can actively and positively participate in all the work of the enterprise's human-centered management and give full play to their intelligence and creativity in the work, so as to make their own comprehensive development.　The most essential requirement of people-oriented management on the organization structure, organization form, organization system operation is to give full play to the intelligence of all members of the organization, in order to guarantee the high performance of the organization as a whole. Through decisive, sufficient and reasonable authorization, the organization tends to be flattened to achieve the balance and appropriateness of centralization and decentralization, which helps to obtain the ideal power structure of the organization. An important part of organizational cultivation is to optimize the design and operation of organizational policies, which is an important element of organizational development and management. From the content of organizational development, organizations tend to achieve organizational development by shaping the organizational culture, refining the work team, establishing the balance and appropriateness of centralization and decentralization, as well as the operational mechanism of communication and interaction.

The environment of human-centered management

The implementation of human-centered management is carried out in a realistic corporate environment and even social environment. The shaping of the cultural atmosphere, the improvement of the working environment and the modification of the living environment are the purpose of studying the human-centered management environment and the ways and means of implementing human-centered management.　Attaching importance to the shaping of cultural atmosphere in order to achieve the expected results of human-centered management is made possible by the unique function, power and role of culture. The purpose of shaping the corporate cultural atmosphere is to emphasize the central position of members in all activities of the corporate organization. It is different from other management measures and methods in that it uses "soft", intangible ways to influence and manage enterprises and business people. The shaping of the cultural atmosphere reflects the pursuit of the ideal and realm of human-centered management.　The reason why Z culture has helped Japanese enterprises to achieve great success lies in the fact that enterprise leaders fully understand and utilize enterprise culture, which is a "soft" and powerful management tool. The shaping of the cultural atmosphere of Chinese enterprises should take into account and mobilize the enthusiasm, initiative and creativity of the members, and give full play to the role of culture in stimulating, regulating, integrating, guiding and radiating.　Fiedler's Contingent Leadership Model argues that a leadership style that values humanism and interpersonal communication can achieve good performance in a moderately favorable work environment. Howes, on the other hand, argues that the role of the leader is to remove obstacles in the path of a subordinate's goals in order to help the subordinate achieve his or her goals and gain a sense of satisfaction and accomplishment.

Principles of Humanistic Management

Permeating the concept of humanistic management and management countermeasures into all production and operation management activities of the enterprise, so that all the work of the enterprise can be carried out within the framework of the theoretical system and basic structure of humanistic management, that is, letting the humanistic management take charge of all the work of the enterprise. In order to make all the work of the enterprise to achieve the expected performance, we believe that people-oriented management must follow some basic principles.　First, adhere to the principle that the primary management of the enterprise organization is the management of people From the content of management, people-oriented management emphasizes the understanding and satisfaction of human needs, focusing on interpersonal communication and interaction in the work, focusing on the cultivation of the collective consciousness of the enterprise and the team's participation in the enterprise and the major decision-making, as well as according to the enterprise's performance and the internal and external environment of the enterprise, the enterprise people for the incentive and the implementation of the power of change. Leadership.　From the viewpoint of management relationship, enterprise people play different roles in management, thus enterprise people are divided into management subject people and management object people, however, such different roles are to each other's activities as the premise of the existence of their own activities.　From the essence of people-oriented management, people-oriented management is people-oriented management philosophy and management system.　Second, pay attention to human needs, the principle of incentive-based, will focus on making members of the enterprise to be respected, to obtain the satisfaction of self-actualization, that is, to ensure that the staff to participate in the enterprise's decision-making on major issues, in the team and the leadership of the consultation with the development of team goals and personal goals, the implementation of goal management.　Third, adhere to the principle of creating better training, education conditions and means to optimize and improve the mental model of the enterprise. The establishment of this principle is based on the basic concept of "management is training", the enterprise organization for the staff to provide training is not only focusing on the adaptability of the staff to the high position, but also more focus on the adaptability of the staff to the external environment of the enterprise.　Fourth, the design and construction of people-based management organization should follow the unity and effectiveness, reasonable range, authority and knowledge should be corresponding to the combination of line supervisors and bureaucrats, centralization and decentralization of balance and appropriateness, organization and status of the principle of flexibility.　Fifth, the principle that people and organizations *** develop together. Set this principle is based on the people-oriented management is not an additional work of business management but let the people-oriented management of all the work of the enterprise, so that the enterprise organization in promoting the free and comprehensive development of people at the same time to achieve the expected development performance considerations.

Editing the five evolutions of enterprise management model

Management

Management here is a narrowly defined function of direct command, coordination, and inspection. As within some companies, the president and the department can be management. Management is also one of the most primitive, direct and simple forms.

Supervision

Supervision is based on the management process of managers behavior whether due diligence self-discipline and law-abiding, as well as the results of business management and the effect of an analysis and evaluation mechanism, in all types of enterprises are also used very often.

Monitoring

Monitoring is a bit like a searchlight, always watching. It is a method of managing a subsidiary, but it is neither involved in the management process nor only in the results. In order to achieve both the monitoring of the investee company, but also in line with the company law and the rules of the regulatory bodies of listed companies, many companies are now using some of the implementation of information technology means to do the monitoring of business management activities, the effect is also very good.

Control

Control is based on the parent company as a subsidiary of the investment status and derived from the management methods, embodied in some of the key elements of the implementation of major shareholders in order to "control" as the characteristics of the control behavior. For example, some groups of subsidiaries of strategic planning, investment in and out, senior personnel, capital guarantees and other major elements of the implementation of the ultimate validation mechanism. The meaning of the specific implementation is twofold: that is, the intention is to manage these core elements of the process, but the method used is through the professional line of the intention of level by level to create the transmission to control the technique. The parent company itself is not involved. The management intention is to control the process through a method and means of achieving it.

Governance

Governance in this context is defined as the statutory corporate governance structure of a company with three meetings and four powers. Nowadays, every company is established with a shareholders' meeting, a board of directors, a supervisory board, and management. This operational mechanism includes how the board of directors and supervisory board are configured and how to let them give full play to their value and perform their duties; it also includes how the shareholders and the board of directors can effectively bundle the interests of the management with the interests of the company and the shareholders through scientifically reasonable incentives and constraints, maximize the enthusiasm and creativity of the managers, and improve both the immediate performance and the sustainable development capability of the enterprise. The immediate performance and sustainable development ability of the enterprise will be improved. This is the most important method and mechanism for large groups to realize effective management in the face of numerous subsidiaries and grandchildren, and it is also the most important topic to think about.　Of course, this analysis of enterprise management methods is only a kind of artificial research and classification, in the actual practice of enterprise management, the above five methods are often practiced composite application, the effect depends on the top management of our understanding of the development situation, stage of the enterprise, as well as laws, regulations and policy environment, how to match and integrate, is the key to the effectiveness or not. In this regard, there is a "secret code".

Editing the specific impact of different cultures on the choice of enterprise management model

The essence of the Western management model

is the individual-based "system management" Western culture believes that human nature is inherently evil, and the formation of the individual-based values of the protection of the rights of the individual by law. In human resource management, it is manifested in the "job analysis" which is consistent with the personal orientation, the "job evaluation" which is linked to the salary system, and the clear definition of each position's duties and job value, which is the value basis for the division of labor in the organization, and also the original intention of scientific management in the West. This is the value basis of organizational division of labor, and also the original intention of scientific management in the West.　How to realize cooperation under the individual standard? The conditions for individual cooperation in a group or organization are reflected in the "otherness" of the external rules and regulations. This is true even in the case of morality, although Kant said: "He is in awe of the stars above him and of the moral law in his heart", but the meaning of Western morality after the Reformation refers to the obligation to be responsible only to God and the law, which is above and beyond the individual; the motivating force comes mainly from the sense of individual achievement.

The essence of the Eastern management model

is "cultural management" under the group orientation. The Eastern culture believes that human nature is good, and has formed the group-oriented values. Successful experience in business management is the incentive system of collective rewards, the importance of teamwork, more likely to appear in the employee's civic behavior.　Individual cooperation in group and organizational life is based on the belief in a strong corporate culture, with self-discipline based on one's position and identity. Moral self-discipline in Chinese culture, unlike that in the West, is accountable to others in the group rather than to God (or to rules and regulations); the motivating force comes mainly from a sense of fairness and honor marked by the relative position of the individual in the group to which he or she belongs.　American management scientists are keenly aware of the cultural differences that cause the differences in the management mode, which is the reason behind the economic miracle of Japan and the competitiveness of Japanese enterprises, and put forward the theory of "corporate culture" in management science. According to the above analysis, Wang Junheng, a lecturer of enterprise training, thinks that the enterprise management mode under the oriental culture has obvious difference with the western enterprise in the main constraint and incentive power.

The cultural essence of Japanese enterprise management experience

The same culture influenced by Confucianism, although there is a difference in the core cultural values between China and Japan, Chinese culture is based on benevolence, Japanese culture is based on harmony, but all belong to the group-based cultural model. In the process of developing market economy, Japan has formed a lot of practices that are different from the requirements of western enterprise management principles, and these practices are worth our careful analysis, reflection and reference.　Within the Japanese enterprise management, there are quality circle activities, work groups, total quality management, collective reward system, etc.; in the market, there are alliances and **** well between large enterprises and small enterprises, enterprises and banks. All of the above phenomena are management activities and organizational forms consistent with Japan's cultural values of groupism, forming a competitive body in the form of groups. In the most well-known Japanese Toyota production model, whether it is the leadership of the top-down strong implementation, or to cultivate the staff bottom-up pursuit of lean production conscious initiative spirit, there is no cohesion in the strong corporate culture in the group-oriented values support, it is difficult to achieve sustained cost reductions, improve the efficiency of the purpose, which is the Toyota production model in our country's enterprises to learn from the process of learning the reasons for the poor results ---- Only learn the process, no cultural support.　This group, cluster as a unit of market competition subject and its corresponding enterprise production management model, to be much greater than the competitive strength of a single enterprise. Later appeared the theory of supply chain management, in essence, in order to solve the external constraints imposed on the implementation of the Toyota production mode within the enterprise, to pull production, order production, flexible production as the core, the just-in-time production, order production ideas to expand to the entire supply chain strip, to participate in the market competition in the form of a vertical enterprise alliance, reflecting a very strong Oriental cultural colors. Successful experience in China is the formation of industrial clusters of private enterprises in Wenzhou region of Zhejiang Province, which is closely related to both the importance of Wenzhou business culture, believe in geo-cooperation, but also promote the overall competitive strength of Wenzhou enterprises.

The way out for the innovation of China's enterprise management model is to adhere to the group orientation

China's enterprise management model belongs to the cultural management under the groupism culture. A successful example of a single enterprise is the Haier management model, which has supported Haier's high-speed growth and expansion for 20 years, and the specific analysis of Haier's successful management experience is summarized in the article "Structure, Functional Analysis and Inspiration of Haier's Enterprise Culture"; the spontaneous formation of industrial clusters among Wenzhou enterprises is a successful example of the alliance of enterprises in the supply chain; all these successes have been culturally supported by the groupism values and formed.　Japanese companies combined industrial engineering theory with Japanese culture to create the Toyota Production Model. Chinese enterprises also need to learn from successful foreign enterprise management experiences and combine them with their own cultural characteristics to innovate their management systems and models. In the process of learning from European, American and Japanese enterprise management experience, we should pay attention to the enterprise culture construction to promote the absorption of Japanese management experience; pay attention to the importance of cultural management ideas to promote the scientization of enterprise management, and combine the group-oriented values with the existing human resource management system in the West. (The influence of group-oriented values on the learning of the Western human resource management system has been roughly analyzed in the article "The Performance Management Crux of Chinese Enterprises from the Perspective of the Broad Cultural Viewpoint").　During the Eleventh Five-Year Plan period, the state promoted the internationalization of Chinese enterprises by implementing innovation strategies. In the process of Chinese enterprises' management mode innovation, whether it is to learn foreign management experience for management system innovation in the internal management of enterprises, or to try to realize technological innovation through horizontal or vertical inter-enterprise joint research and development investment in the fierce market competition, the idea of group-based system design is the inevitable choice and innovation direction for Chinese enterprises to become bigger and stronger.　C management mode theory. The so-called C management mode, is to build a human core, form and spirit, follow the universal laws of the universe and the natural organization, can be constantly revised, self-regulation, adaptive intelligent organization, and the Chinese humanities and nationalism (the way of dealing with people) and Western modern management (do things efficiently and high amount of law) mutual integration, a new type of humane management of enterprise organization management operation mode.　This kind of enterprise organization, which is operated by human beings and has greater mobility and stronger adaptability, is referred to as "intelligent organization", because it is the third kind of organization mode after the pyramid-type mechanical organization (A management mode) and learning-type flat organization (B management mode), and it is based on the advanced modern management science of the West, which is integrated with the modern management science of the West, and it is a new type of enterprise organization management operation mode. On the basis of western advanced modern management science, incorporating the great wisdom of the Chinese national wisdom of the organization type, so take the first letter "C" of "CHINA", for this intelligent organization named "enterprise C management mode C Management Model".　"People-oriented" is the basic of building a wise organization, and it is the key of C management mode.　"People-oriented" is the principle of the C Management Model to operate an intelligent organization.　"Tao law of nature", follow the universal laws of natural organization and the basic law, is the characteristic of C management model.