Talking about the Management of Technical Enterprises
teamwork
Teamwork is not on the lips, nor is the management meeting to implement the teamwork spirit, it will form cohesion, and the team will improve immediately.
In fact, no one will listen to what you talk about teamwork spirit. For most employees, standing to 99.9% is just a job, getting the ￥ that should be paid, and commuting to get off work on time. Even a lot of management is trying to get a job, get a high salary ￥, and commute to get off work on time.
The employees who really can not rely on management, think they are really responsible for their work, and are dedicated to their work, some of them will do well in certain fields, and the other part will choose to start a business, etc. Your business is lucky to have such employees.
The spirit of teamwork cannot be managed, but can only rely on the art of leadership to unite a team.
Why do you blame each other when something goes wrong?
Once there is a problem, it is very likely that colleagues will turn against each other and shoot you in the back. Put the blame on someone else. Sometimes it may be that departments pass the buck to each other. This practice will spread like the plague, affecting more people or sectors to follow.
If it is not controlled, the consequences will be very serious and wide-ranging. Once it becomes a fixed situation, it will be very difficult for you to turn around. Whether you like it or admit it, it will become part of the corporate culture.
You want to change, it's hard! You will find that newly recruited employees quickly learn and adapt to this corporate culture of prevarication. Fresh blood is always injected in small amounts, as uncontrollable as cancer.
Where is the problem when this happens?
- Managers do not understand technology
- The organizational structure is unreasonable, and the department and the department are in a level relationship, and the level department is the easiest to shirk responsibility.
- For its own positioning, some management think that it is the right part, and what we need more is the service department.
- The culture of taking the blame
Let me analyze it in detail:
The first is "managers don't understand technology". If managers don't understand technology, when there is a problem, the referee can only listen to the reports of the heads of various departments. That department has a good eloquence and a high voice... Has an advantage and cannot do a good job of refereeing. The defeated department is the culprit, and they are not cowards. They read the ledger on a donkey, wait and see, and dig pits and bury mines to save face.
"The organizational structure is unreasonable." The equal departments have power. The management of these departments is soy sauce. Although they have a technical background, they are all 250. They want to meddle in everything, but they can't manage well. The most favorite thing for the level department is to formulate various processes and let other departments follow my process, so that each department will follow the same method. Many methods are to show the above "see what I can do", and more management stand in the pit Don't shit.
"Self-positioning", I think every person or department should have a sense of service. I have worked in foreign companies for many years, and the HR, finance and other departments of foreign companies are service departments, or "active service departments" to be exact, they will take the initiative to come to the door. Services such as finance will ask you if you have anything to reimburse... In most departments in China, they wait for you to take the initiative to find them, and they will tell you what the process is and how to go, and then come over. This kind of service awareness needs to be enforced, and the Chinese have not yet reached the level of service awareness.
In addition to the problem, the "blame culture" is eager to find someone to blame and find out the perpetrator, and the responsibility is all his. This is a common practice in China. My experience is that you must never find someone to be blamed, and don't single out someone. Anyone who has a problem is responsible.
Once the enterprise shows signs of this prevarication behavior, it must be controlled and not spread. To avoid the emergence of multiple equal departments, there must be someone who can lead these departments and do a good job of refereeing, so that they do not dare to shirk their responsibilities.
Leadership and management are more important
If the leadership is strong, the management can be a little looser; if the leadership is weak, one should be supplemented with a strong management process. ---- Quote from a netizen
Leadership Can Create Myths, Manage Sustainability ------ My Words
Going from leadership to management is the best outcome, eg "Microsoft". Another example is Apple. The leadership is too strong, and we can only wait and see.
I am better at leadership than management, I think it is reasonable to account for 80% leadership, 20% management station, 80% technology, and 20% others.
Leadership cannot be duplicated, it can only be replaced by another, and management can be cloned.
I usually say to my subordinates: You do this, you should do this...
Instead: you guys see how to do it (and tell me, I'm talking about it)
In addition, the management is not passing the microphone, so I won't say it in detail.
A movie "U571" that has a deep influence on me
When the captain told Deputy Captain Taylor these words, "As a captain, you can't hesitate. You have to take action. If you don't take action, you will endanger the entire crew. There are often no precedents to follow, and there is insufficient information. Be decisive", "You make mistakes. , you have to bear the consequences", "If you are hesitant and can't make a decisive decision, you are not suitable to be a submarine captain", Taylor began to reflect.
When he told Captain Taylor, "The commander has infinite majesty and is a formidable man, he knows everything and can do anything." Taylor has already assumed the role of captain.
Also faced with some problems of the project, as a technical management, you must come up with a plan, and you can't push these problems to your subordinates: let's see how to do it, you all discuss and give me a plan...etc.
Regular meeting questions
我通常很少开会。
“中国式开会”就是针对XXXXX问题你们看看怎么做，你们大家商量一下，然后你一言，我一嘴，各个提建议，到头什么都没有解决，一份会议记录发给所有人，几乎没有人看。提意见都很踊跃，具体到谁负责都开始低头。会议内容落实5%不到。
我开会就要有解决方案，成熟的方案，否则不开会，开了没有意义，浪费时间。哪怕是半成品也好过没有。
针对方案细节依次敲定，然后进入到Ticket对应具体负责人。
工作报告
我从不要求团队写工作报告，因为Ticket一幕了然，任务出口是由经我这里确认后发出，对整个项目了如执掌。所以不需要，工作报告。 工作报告是不准确的，可以虚构，不实的撰改，为了写报告而写写报告。 中国权利层都有一种想法，高薪我拿，待遇我享受，活你干。导致企业管理层架空，有能力有实力的员工得不到重用提拔。基层优秀员工没有上升渠道。
声明，我很少看管理方面的书籍，写出这篇争议会很多，想了很久要不要发，哎既然都写了，还是发出来吧：）