Lifetime Use of The World's Top Minds: Planning, Supervising, Nurturing, Mentoring, Organizing (with map)

plan

Levin's theorem: Those who hesitate to make plans are usually unsure of their abilities.

Proposed by: French management scientist p. Levine.

Comments: If you don't have the ability to plan, you only have time to regret it.

The so-called management is the embodiment of ability and decision-making. Without the ability to grasp the situation, it will hesitate in the face of competition, and even if you make a plan, it is not necessarily a strategic decision, and eventually it will only make the development of the enterprise stagnate. Therefore, before making every decision, managers must measure whether they have the ability to coordinate and grasp this decision. Otherwise, you will be careless and lose everything.

Frost's Law: Before building a wall, you should know what to circle out and what to circle in.

Proposed by: American thinker W.P. Frost

Comments: The boundaries are clear at the beginning, and in the end, there will be no things that go beyond the boundaries.

People who make mistakes in their perception of their own abilities either look down on themselves, have low self-esteem, have no opinion, or are self-righteous and think that others are inferior to themselves. People with low self-esteem and no opinion can truly understand what they want, and self-righteous people feel that all the credit is their own, all the achievements are their own, and others are just foils.

People who are affected by selfish psychology never want to rely on their true ability to achieve success, so they always use the method of hurting others to get benefits that they should not get.

People who don't understand what kind of life they want are people who have no dreams and no hobbies, these people are good at going with the flow, but they don't want to go with the flow, so they have been in pain.

supervise

Koike's theorem: The more intoxicated you are, the more you cling to what is in front of you.

Submitted by Takashi Koike, Japan Management School.

Comments: Self-intoxication is not easy to sober, and self-belief is not like criticism.

Learn to give up, let people live without entanglement - Koike's theorem The more intoxicated, the more you cling to what is in front of you. This was proposed by the Japanese management scientist Kei Koike. It enlightens us that we must learn to give up in time to make ourselves lose weight and move forward

Heller's rule: People go the extra mile when they know that their work performance is being checked.

Presented by: British management scientist H. Heller.

Comments: Supervision will only become an incentive if there is mutual trust.

People are inert. This is part of the reason why management is necessary. The main body of management is people, the object is also a person, to truly mobilize the enthusiasm of employees, improve the enthusiasm of employees, you must make good use of the incentive and supervision mechanism in your hands, mobilize your baton.

Enterprises must not only establish a scientific and effective incentive mechanism, but also must carry out scientific implementation and management to supervise the smooth progress of various work. Effective incentive mechanisms can greatly enhance employees' initiative and enthusiasm. But motivation alone is not enough, establishing an effective supervision mechanism is an important issue for your employees to "move".

Without effective supervision, there is no motivation to work.

cultivate

Gigler's theorem: There is no talent other than life itself that does not require acquired exercise.

Presented by: American training expert Giggigala

Comments: Water has no accumulation and no vastness, and people do not raise talents.

Setting a high goal is equivalent to reaching part of the goal. Proposed by: American behaviorist J. Gigler, comments: Courage can become great, and the starting point can be high. Many people think that genius or success is predestined. But there are certainly far more people in the world who are called geniuses than there are actually people who have accomplished the cause of geniuses. Why? Many people don't achieve anything because they lack the motivation to be ambitious, to overcome all difficulties, to succeed, and to set a lofty goal for themselves. No matter how capable a person is, he will achieve nothing without a identified lofty goal. Setting a high goal is equivalent to reaching part of the goal.

Canoe Mastiff Effect: When the young Tibetan dogs grow teeth and can bite, the owner puts them in a closed environment without food and water to let the puppies bite each other, and finally there is a living dog, which is called a mastiff. It is said that ten dogs can produce one mastiff.

Comments: The dilemma is the school that makes the strong.

In the face of competition, we have no other way but to enhance competitiveness, and the shaking of the rules of the world is a long-term infiltration of time, not an overnight thing. The vast majority of us struggle in a relatively stable environment. In such an era, lifelong learning has been a top-secret martial art for everyone, even if the ability to comprehend is strong or weak, but the heart to learn can not be lost.

guide

Bodin's Theory: When subjected to many criticisms, subordinates tend to remember only some of the initials and the rest do not listen, because they are too busy thinking about arguments to refute the criticisms at the beginning.

Proposed by: British behaviorist L.W. Porter

Comments: Always staring at the mistakes of subordinates is the biggest mistake of a leader.

The critic should first put forward his merits before, that is, pave the way for criticism. In management, two different theories are formed according to two different understandings of human nature as good or evil: X theory and Y theory. Theory Y believes that people are good, so management should be based on motivation, through motivation to achieve the purpose of stimulating employees' enthusiasm for work and improving work efficiency. X theory believes that people are evil, management should be based on punishment, through severe punishment to achieve the standard of employee behavior, so that employees under the constraints of external system norms, focus on work, improve work efficiency.

Landen's Law: Working with a friend is far more fun than working under your father.

Proposed by: American management scientist Randon

Comments: Respectable and unlovable, ultimately difficult to respect; There is no power over the right, and there is often a loss of power.

Give employees a happy working environment, so that employees are full of happiness at work. Happy employees will take the initiative to actively put into work and can play their true potential; happy employees will bring their happiness to customers, be able to maintain a good corporate image, expand sales profits; happy enterprises, can make happiness a culture, really retain talented people, and produce strong corporate cohesion. Analysis of the Chinese enterprise environment: The development of most Chinese enterprises is in the primary or intermediate area of enterprise development, and the main problem is to survive and develop in a fierce competitive environment. Due to the influence of the external environment, many Chinese enterprises can not pause to practice "internal skills", so the working environment of enterprise employees is not attached to it, so impatient bosses, depressed employees, under strong pressure, to maintain the normal operation of the enterprise.

Gilbert's Rule: The most conclusive sign of a work crisis is that no one tells you what to do.

Presented by: B. Gilbert, a British manpower training expert

Comments: The really dangerous thing is that no one talks to you about danger.

A person, it is difficult to see the stains on his face, with the help of the mirror can only barely see the front, the side, the front of the various stains outside the shortcomings are not reflected in the mirror, need to rely on the eyes of others, others to find. "Bystanders are clear, authorities are confused" is what it means. Therefore, many wise bosses, even if they are already managers who manage thousands of people, they will still take the initiative to seek different opinions from all sides and listen carefully to the voices and reflections of the masses and employees.

Authority hint effect: a chemist said that he would test the speed of transmission of a bottle of odor, he opened the cap for 15 seconds, the students in the front row raised their hands, saying that they smelled the odor, and the people in the back row raised their hands one after another, saying that they had smelled it, in fact, there was nothing in the bottle.

Comments: Superstition is credulous, blind will blindly follow.

The prevalence of the "authority effect" is first of all due to the fact that people have a "safety psychology", that is, people always think that authoritative figures are often correct models, obeying them will make themselves feel safe and increase the "insurance coefficient" that cannot be wrong; secondly, because people have "praise psychology", that is, people always think that the requirements of authoritative figures are often consistent with social norms, and doing it according to the requirements of authoritative figures will receive praise and rewards from all sides.

organization

O'Neill's theorem: All politics is local.

Presented by: O'Neill, former President of the U.S. House of Representatives

Comments: Only if you can personally experience it, the masses think it is real.

The political locality thesis of O'Neill's theorem means to some extent that a company cannot completely eliminate the uniqueness of differences between people to manage. It is necessary for different people to acquiesce to the objective differences in their own management. Section chiefs cannot be compared to ministers. Employees should not be compared to their bosses.

Positioning effect: Social psychologists have done an experiment: let people choose their seats freely when holding meetings, then go outside to rest for a while before entering the indoor seats, and so on five or six times, and found that most people choose the seat they sat in for the first time.

Comments: Whatever they identify, most people don't want to change it easily.

Localization effect, organic chemistry middle finger: benzene derivatives containing substituents, when the aromatic electrophilic substitution reaction is carried out, the original substituents have a certain directivity effect on the newly entered substituents mainly entering the position.

Archburne's theorem: If you meet an employee and don't recognize him, or forget his name, your company is a little too big.

Presented by: Stephen, UK. Joseph Theater director Aaron.

Comments: Once the stall is too large, it is difficult for you to take care of it.

To operate and manage an enterprise, there are small benefits and big difficulties. In the process of growing up, it is inevitable that there will be management bottlenecks. Archebone's theorem reflects this problem. When enterprises achieve economies of scale, they must beware of "big enterprise disease". In the process of getting bigger, pay attention to:

1, can not be big in order to become bigger;

2. We must have a component understanding of the management problems after becoming larger, and be prepared to deal with them;

3, act cautiously, slow down the development, do not eat a fat person in one bite.

In view of the problem of personnel management after becoming bigger, managers must attach great importance to:

First, in the recruitment of personnel planning;

Second, self-management, improve self-ability, create a harmonious relationship with employees, and prevent the loss of personnel.