Author: Jiang Ruxiang
I have worked for three years in Motorola. I remember the first time I entered Motorola, I was almost two weeks didn't work, so I found my American boss, very directly, I think Motorola is very efficient.
"Why?" He asked me if he didn't understand.
"Because I have been two weeks, I almost ok, Motorola is so much money, let me sit in white?"
He asked me: "You have spent three months from the first time, I spent three months, do you know the work required by your position?"
"Understand," I replied.
"Then what do you know what you want to do can contribute to the company (VALUE)?"
"Know it."
"Then why do you have not worried for two weeks?"
......
Frankly said that my understanding of management is from here. At the end of each year, Motorola will ask employees and managers to discuss the second year of business planning and personal planning, the results discussed are called "self-commit". This result is not included in the assessment, but your manager every quarter will discuss this "self-commitment" completion with you, see what can be improved, then report the results to the human resources department.
Later, I left Motorola to the Columbia Business School, specializing in the core competitiveness of world-class outstanding companies. I found that Motorola has common in many excellent companies, which is not particularly emphasized, but emphasizes the common goal of "self-commitment". This makes me further think about a basic problem: What is management? Understand from the literal, "tube" is controlled, it is a standard of behavior; and "reason" is "the law". However, compare the meaning of "management", I think "management" is a bit negligible, and it should be called "tube". "理" in front, "tube" is behind, there is no "reason", how do you "tube"? Just like the water, water is a low-level flow, it is the law of nature, so the water is treated as a "tube", the best way is to follow the water flow, it should be "sparse" instead of "blocking".
However, the Chinese translated "Manage" into "management" but self-made, which fully reflects the different processing methods of Chinese and Western culture on organizational behavior. For thousands of years, China is a kind of man-cured management, "tube" (right) is before, "理" is behind, but the modern West is a legal "tube", "reason" before , "Tube" (right) is behind.
These two different ways, today we can still see. For example, many companies in China, if we need the help of other department employees, or we will use "acquaintances", or we will find the boss of this department, let him order his subordinates to help you. But in those world-class outstanding companies, most are not the case. The usual practice is that you go to the staff of the department, if he is willing to help you, he will help; if you don't want, then you are not used by his boss.
Why is this this? These world-class outstanding companies have a basic logic: in the cultural concept, it is very emphasized that the company's interests, the interests of customers, emphasizes this goal through communication and cooperation. So, if you really want people to help you, then you need to figure out the value of things. If your value is very clear, and the other party doesn't help, you can complain to the other side of the boss, not to ask the other owner's boss. I remember that when I was in Motorola, the positive paging machine market declined, I was at the product market, we have launched a new product with the R & D department - pager with PDA, name "Collection". At that time, the "Collection" positioning is a wireless information terminal, which requires information providers and new channels. So I took the initiative to contact Sina and other portals, I hope they will do "book" information suppliers; go to Lenovo to see if sales can take computer channels. To do this, there are many support for many departments. In fact, after I explained the value of this project, I got the support of the vast majority of colleagues in other departments and eventually contributed to the cooperation between Motorola and Sina and Lenovo.
I think, in these world-class outstanding companies, there must be a lot of employees to create value for the company. The success of these companies is not just a great strategy, not just the result of a great entrepreneur.
We can think about it, when Motorola has more than 100,000 employees, as one more than 100,000, each employee can know what the idea or instructions of the president? I think that Motorola emphasizes that every employee is responsible for his work, and it will receive a corresponding return to the interests of Motorola.
In Motorola, there will be no one in the boss of the Chief Executive, and why is there a spirit of the president in our company? Similarly, in Motorola, no one will borrow money to the company, and no one will ask the company to solve personal difficulties for him, but why do people in our company will borrow money to the company, someone will ask the company to solve personal difficulties for him for him. ?
To put it bluntly, the back of this phenomenon is "the tube is in front," is then honest ". Because the boss will use the privileges behind these Xiaoyui to obtain "extra value" behind the privilege behind the Xiaoyan: Since I can use the company's money, since I solved your personal difficulties, then you will To become my association, I have to use me for guidelines, not for things, even if I am wrong, you have to support me.
So, I have some "Chinese character management", I always have some degree of vigilance. When joining the WTO has made China a part of the world economy, when the Chinese enterprise has entered the legalization, I especially want to remind our entrepreneur to pay attention to a basic logic, that is, "Before, the tube is behind". "Global Economic Integration" is the first "reason" that Chinese companies need to follow, maybe there will be true Chinese models under this "reason".
