Several Misconceptions in Enterprise Management

There is no knowledge that is always suitable for the times, nor is there a management model that remains unchanged. The author believes that there are three misconceptions among current business managers.

What isManagementThe essence of this topic is significant and practical, and it truly represents a confusion in today's business world. Some companies are adept at management, while others put in a lot of effort and hard work. Many business managers are puzzled and unable to understand the differences in management. The effectiveness of team management varies greatly among the same enterprises, with the same strength, the same highly educated talents. According to the causal analysis method, the final conclusion is that human factors are more significant. Some business managers have achieved great success in sweeping through thousands of armies and creating many miracles in the past. But now it is stagnant and stagnant, and some companies are in a state of depression and loneliness. Even once glorious entrepreneurs, it is even more difficult to build a company as strong as before. Success cannot be replicated, and success can also be replicated. Nowadays, the environment, understanding, personnel, information, and so on cannot be compared to the past. The successful models of the past have long passed by today, and things have changed, even to the point of cutting off one's own financial path. Just like management textbooks that were suitable for enterprise management three years ago, some theories that are bound to be outdated after three years have already fallen behind. Whether you are a management PhD or a management professor, not studying is also abandoned by the times. There is no knowledge that is always suitable for the times, nor is there any knowledge that is always suitable for the timesmanagement modelimmutable and frozen. The author believes that there are three common misconceptions among current business managers.

One of the misconceptions is planting someone else's land and wasting one's own field

在网上流行着一个段子说的很有意思说：世上三件事：一是“自己的事”，二是“别人的事”，三是“老天爷的事”。烦恼来自：忘了“自己的事”，爱管“别人的事”，担心“老天爷的事”。 

Being happy is simple: do your own thing well, don't care about other people's things, don't think about the things of the heavens. Carefully savoring the small anecdotes contains life philosophy, which has guiding significance for use anywhere in the world. Especially, it is suitable for use in enterprise management nowadays. In fact, as a manager of a company, one's basic quality should be emotional intelligence. It is not difficult to find that some business managers hold high positions without self-restraint. For someone who has actually worked in a company, they understand and know how to be a good person and do things the most. Simply put, it is the most basic process. Although enterprise management advocates flat management and decentralization. But the fact tells us that the experience and wisdom gained in Chinese enterprise management indicate that clear hierarchical management still has profound significance. The kind of management where eyebrows and beards grab everything and nothing is important is harmful management. No matter the size of the enterprise or what it does, the most fundamental thing is to make profits and create benefits. There is no doubt that both listed companies and private enterprises have one goal, and since the goal is to make profits and create wealth, there must be a series of safeguard measures. Although a sparrow is small, it has all its internal organs, and coordination and communication between departments are particularly crucial. Some managers have intelligence but lack business acumen, or rather have education but no experience. In reality, it is not uncommon to see management that goes beyond the level of authority or department. Although it may seem like a small matter, it is actually not a small matter.

There is a Chinese saying that goes, 'A thousand mile dike is destroyed by an ant nest.' What does it mean. The meaning is that a small ant hole can destroy a thousand mile long embankment. Metaphorically speaking, not paying attention to small things can cause big chaos. Everyone has attended school and read books, and I think everyone has read the story of "Lenin and the Guards": when Lenin entered the Kremlin, the guard Lobanov did not know him and insisted that he present his credentials according to regulations. The attendant who came with Lenin tried to step forward and reveal Lenin's identity, asking the guards to immediately release him, but was stopped by Lenin. Lenin took out his identification, and when the guards knew from it that the person in front of him was Lenin, he blushed and repeatedly said "I'm sorry"; Lenin kindly said to him, "You did the right thing. Everyone must adhere to the system. Without rules, there can be no square. Enterprise management must have rules, but it is even more important to follow them. It's not because someone's position is higher and their power is greater that the regulations are disrupted, and they engage in privilege, self worship, and self-cultivation. I tend to meddle in departments and work that I am not in charge of at will, and I always like to point and give orders, which makes it even more uncoordinated and disharmonious. Professionals do professional things, and each department has its own responsibilities. Everyone has their own responsibilities.

A county magistrate in County A would not be responsible for the affairs of County B, and a logistics manager in charge of arranging work for market personnel is obviously contrary to common sense. As for whether each department is doing well or not, yesHuman ResourcesDepartmental assessment rather than any one leader saying 'hello' and saying 'you're not good'. As the saying goes, a thousand lies can come true, and some managers who are too modest are cowardly. They are afraid of being reported to their bosses by managers of the same or higher level. In fact, this kind of worry does exist in private enterprises. If the boss doesn't believe them N times after the first time, they will naturally believe it and not go, and the only result will be a false accusation. Actually, management is very simple, it's about having good and suitable people to do the right things.

No one is perfect, and no one can be a generalist. They have a clear and thorough understanding of every aspect, so they should take their own responsibilities and be professional in their work. Inaccurate positioning and improper positioning can lead to chaos. The rule of the game is to seek governance in one's position but not to seek governance in another's position. Just do your own thing and manage your job well, it's okay. If you always like to point fingers at others, it can only be said that you don't understand what management is. Enterprise management is undoubtedly about managing people, managing affairs, and managing oneself, and all management should revolve around frontline services. Focusing on production reality, focusing on quality key points, discussing quality shortcomings, formulating improvement measures, putting effort and effort into solving problems, improving work quality through "comparing standards, investigating reasons, making plans, and doing practical things", enhancing product quality, and improving the overall development quality of the enterprise. From each position to each individual, there are differences. The overall purpose and goal in the overall environment are consistent. Each department and individual is like pearls, requiring a thread to string them together into a necklace. This thread must be a thread of wisdom, diligence, and concentration. Everyone is a shining point and a screw. The reason why the sea can be called the ocean is because it has a broad mind that can accommodate all rivers, and the reason why mountains can become mountains is because they are surrounded by things. Narrowly speaking, quality refers to the quality of a product, and broadly speaking, it means work, attitude, style, understanding, etc. Improving work quality requires no outsiders, and the quality of each individual's work constitutes the overall performance of the enterprise. Just like a person who has a cold and fever, it is important to seek timely diagnosis and treatment, and take medication in a timely manner. If left untreated, the condition will spread and worsen, even if the cold is temporarily cured by luck. However, if bad habits are not corrected, hidden dangers will be buried, and storms will be waiting. The destruction of a thousand mile embankment in an ant nest should always serve as a warning to every manager, department, and employee. Improving quality is to purify people's hearts. Everyone should take "looking in the mirror, dressing up, taking a shower, and treating diseases" as the basic principle, carry out a combination of criticism and self-criticism, identify problems, open the door to advice, and find the "root cause" to prescribe "medicine". There is a story that goes - King Wen of Wei asked the famous doctor Bian Que, "Your three brothers are all skilled in medicine. Which one is the best

Bian Que replied, "The eldest brother is the best, the middle brother is second, and I am the worst

King Wen asked again, "So why are you the most famous

Bian Que replied, "My elder brother treats diseases before the onset of the illness. Since most people do not know that he can eliminate the cause beforehand, his fame cannot be spread; my middle brother treats diseases when the illness begins. Most people think that he can only treat minor illnesses, so his reputation only extends to his hometown. But I treat diseases when the illness is severe. Most people see me performing major surgeries such as inserting needles into the meridians to bleed and applying medicine to the skin, so they think my medical skills are excellent, and my fame has spread throughout the country

Management ExperiencePost event control is not as effective as in-process control, and in-process control is not as effective as pre event control. Unfortunately, most business operators fail to realize this and only seek compensation when their wrong decisions cause significant losses. However, even if well-known "experts" are invited, the results are often of no use. To improve quality, we must first start by changing ourselves, reflecting on ourselves. The principle of 'I correct, my mentality changes, my ideas change, my actions change' applies universally. A qualified manager should manage their own people well, do what is right for themselves, never forget their own affairs, love to manage others' affairs, and worry about the affairs of heaven, which may lead to planting other people's land and wasting their own land.

Misconception 2: Don't always talk about education

Inherent thinking always relies on academic qualifications. Have you ever seen speakers from various marketing and management forums with profound educational backgrounds, including overseas returnees and doctoral degrees. The first instinct given to people is that they are a cow, a big shot. They represent that education is the cornerstone of the mountains and the treasure of the town. It cannot be denied that people who have received higher education have a profound cultural foundation and have unique abilities in analyzing problems. We call them scholars and experts. Education and personal cultural cultivation are difficult to equate, and education and learning ability are two different things. It has been proven that in certain fields and industries, the views of certain experts are biased, and there is a significant gap between theory and practice. We have many talented individuals who are labeled as "pseudo experts" and "pseudo scholars" due to their lack of education. For example, traditional Chinese medicine is often questioned or even dismissed by a few scholars with doctoral degrees. What causes the saying 'Chinese medicine saves lives without success, Western medicine kills without fault'? This element is inherent in the attitude and cognition. Are we suspected of being misled? Is it necessarily better for a doctor to have a good diagnosis of a disease than for a traditional Chinese medicine doctor who has not attended a higher education institution? Does it necessarily mean that all of the professor's viewpoints are correct? Always wearing colored glasses when looking at people, it's inevitable to get off guard. The same principle applies to enterprise management. Master's and doctoral degrees may not necessarily be superior to others in management. Management is result oriented, as the saying goes, a donkey is pulled out by a horse, and facts speak louder than words. We should all respect knowledge and culture, but knowledge is not equal to culture, but culture contains knowledge.

Misconception 3: Don't always talk about experiences

Nowadays is a restless era, and everyone is restless. It's hard to calm a restless heart. There are always those who like to brag, exaggerate, talk big, and prefer a feeling of superiority. Some people always talk about how Laozi was back then, how I graduated from a prestigious university, how he was back then, and so on. In fact, this is also a pathological symbol, the past will eventually pass. Enterprise managers should remember the past and look to the future. Good experiences need to be digested and absorbed, and outdated practices need to be corrected in a timely manner to retain residual memories in the mind. The environment creates people, and people can also change the environment. Some managers feel frustrated and think they are very powerful, why do they lose their power after changing companies. In the past, I used to be in a well-organized position in a large company where I could respond to every call, but when I switched to the same or a smaller company, it became useless. One of my friends used to work as a senior executive in a Fortune 500 listed company, but was later poached by a private enterprise with an annual salary of nearly ten million yuan. After taking office, he vigorously optimized the company, but a year later, the company was riddled with problems and its performance plummeted. The owner of a company is even more depressed, thinking that even executives from large companies are no different. It used to be just a rumor, but now it has become a legend. For himself, he just couldn't understand that despite having a high degree and high ability in managing large companies, he was defeated in an unknown small business. I think the root of the problem lies in his failure to adjust his mentality in a timely manner. In private enterprises, one position is versatile, and in large companies, although he is a corporate executive, management is a carrot and a pit. Everything is institutionalized and procedural, while in small companies, he always has to think and do everything himself, and must be hands-on. Success cannot be replicated, it is not groundless or passive resistance. There is a Chinese saying that goes, 'When in Rome, do as the Romans do.'. And I say that business managers need to have a good understanding, mindset, learning, and execution. Don't deliberately seek anything. It's important to observe, learn, and understand from a broad perspective. There is no fixed management style, only innovation after inheritance. Keep an optimistic heart and persistent pioneering spirit. Positive and uplifting, representing positive energy, must be accepted and changed. The only constant is change, and the essence of management is to govern by inaction.

Source of Information: World Managers

Author: Zhixinxing Management and Marketing

He Yang/Organizing and Editing