Organization and Management: How to Create an Effective Enterprise Organization? Master these 3 core methods
Principles and basic thinking of personnel relations
The position of the individual in the organizational relationship
Emphasizing the individual with empty rhetoric, against the individual with all aspects of collective interest and action, seems less realistic than the emphasis on organization and collectivism. Not only socially and politically, but also economically, the interdependence of people is stronger than ever, at least in Western civilization. Thanks to organized cooperation in many areas, population and living standards have increased significantly, and even the quality of life has improved significantly. If there is no such organization in society, retrogression is inevitable. To acknowledge this fact, however, there is no need to deny that there are individuals in this environment.
It is the individuals who are organized together, and the effectiveness of the group depends not only on the program and function of the group, but also on the quality of the basic unit. In practice, we cannot completely separate the individual from the organization, but in general, our state of mind and our concern and interest in organizational issues make us always tend to consider only one or the other.
- Willingness to cooperate
In the minds of those who set organizational policy and those who manage businesses and organizations, the most important goal is not personal development, but how to get all people working as a whole to work toward the stated goals. Both are legitimate goals for personnel and organizational management. However, in actual organizational management practice, the most important part is coordination, and the level of attention is disproportionate. To facilitate teamwork, many methods, practices, schemes, plans, organizations, schedules, and means are used in practice. Most of these measures are regional or specific to specific industries, specific factories or specific managers. However, all of these measures address an important issue of which we rarely consciously pay attention, namely the willingness, desire, and interest of individuals to cooperate. Any collaboration requires the individual's ability to work with others in some way.
There may be many reasons for our limited success in promoting individual collaboration, but one of the most important is the lack of individual confidence in the sincerity and integrity of management. However, it is a lack of confidence, rather than a lack of skill or competence, that seriously hinders employees from doing their best. It is precisely because management realizes that employees lack confidence in them that they are not motivated to take the most effective measures to promote cooperation among employees. Therefore, it is not possible to advance the interests of all parties.
- Welfare system in organizational relationship
Because of different management methods and circumstances, companies have different incentives to implement these benefits. These perks do improve human relations and many other things. In general, the benefits system can improve efficiency and boost employee morale and cooperation. Many welfare measures are worthy of recognition from many perspectives and apply to a limited extent. However, welfare systems cannot replace active personnel management, and these measures do not contribute to personal development or foster the willingness of individuals to cooperate. Replacing proper employee relationship management measures with benefits measures would be futile and dangerous. The implementation of the benefits system will make managers feel that they have established a reasonable and constructive relationship with their employees. In fact, these systems may simply be the goodwill of managers, or the buy-in of people's hearts to eliminate employee hostility.
The essence of leadership
- The Four Parts of Leadership Behavior
- Confirm the goal
A leader's obvious duty is to consider the purpose and objectives of his work in order to know what to do and what not to do, where to go, when to stop, and to tell his followers. A leader must be stupid to listen widely; he must also maintain order at will; sometimes, he can only act as a clearinghouse. If the leader only adopts his own ideas, he will play the person in charge of the whole symphony orchestra, not a good conductor - the conductor is actually a leader.
- Use the means
The command of specific activities is part of technical procedures and technical operations, and is an auxiliary means and tool to achieve specific goals that have been identified. Sometimes a great leader can effectively direct a technical operation for which he is not professionally qualified, but highly professional experts are often not successful leaders. But in general, we can consider this kind of person who has no professional knowledge and can still be a qualified leader to be extremely good, unless he is good at only the most ordinary jobs. Often, even if a leader is not very well-versed in the field of expertise, he appears to be able to understand the operational or technical work he directs, especially when the work is related to the activity or situation they are dealing with. In fact, we generally assume that a leader has reasonable technical expertise and experience in the work he is leading.
- The way of action
A leader's primary task is to maintain and direct the organization's system of activities as a whole. This is the most unique and characteristic part of leadership behavior, but also the least visible and least understood. Most activities in an organization have a specific function. On the surface, these functions have nothing to do with maintaining the entire organization. People don't think that these behaviors are building organizations as well. From a leader's perspective, the most important role of these behaviors lies in their role in organizational construction, not in their role in technology and means. Perhaps most leaders are generally unaware of this, even though they are instinctively dominated by such thinking. Because if any action is done in a way that undermines cooperation, the power of the organization is weakened. Therefore, leaders must guide everyone so that their actions continue to allow the organization to act as a means of action.
- Incentivize collaborative behavior
An important thing for a leader to do is to guide people to translate their capabilities into coordinated action that sustains the organization as a whole and does what the organization is supposed to do at the same time. Needless to say, a leader's activities can sometimes be his most difficult task. Broadly speaking, this is persuasion. Why are the ways of persuasion so different? Because you will find that there will be countless combinations of leaders, followers, organizations, technologies, goals, and external conditions, and there will be clear differences between these combinations. However, effective bonding is often very subtle and closely related to the personalities of leaders and followers, so if they consciously consider it during their course of action, or if someone else investigates it, it can disrupt this combination.
- External Conditions of Leadership
An organization may be complex and large-scale, but basically it will not experience large changes or highly uncertain events that would cause the organization to exhibit unusual characteristics or encounter significant threats. Under such external conditions, leaders may behave calmly, deliberately, and cautiously. In this context, leadership may lack the dynamism that is common in other extreme situations, which is a conundrum. Because in this case, when leaders persuade followers, they can't use emotional drivers, they can't mention any urgent needs and try to dispel followers' apathy caused by the lack of danger, stimulation, and impulsiveness. In stable external conditions, leaders require self-control, careful consideration, and proficiency.
The other extreme situation is very unstable, uncertain, rapidly changing, urgent in action, huge risk, involving major interests, and at stake. At this point, a leader must have physical or mental courage, act decisively, be creative, be proactive, and even act boldly.