9 famous management rules

I. Bucket rules:

A bucket with irregular borders is not the longest wooden board on the bucket but the shortest wooden board on the bucket. To increase the overall effect of a bucket, instead of increasing the maximum length of the board, you need to add the shortest boards on the bucket in sequence, this is the well-known "barrel" rule for management. The same is true for enterprise management. To improve the efficiency of an enterprise, you must pay close attention to the weak links. Otherwise, the overall work of the Organization will be affected. It is often said that "learning from each other" means that the purpose of taking the length is to improve the overall effect of work.

2. "One minute" management rules:

At present, many Western enterprises have adopted the "One minute" management rule and achieved remarkable results. The content includes one-minute goals, one-minute compliments, and one-minute punishments. Specifically: 1. "one-minute goal" requires everyone in the company to keep their main goals and responsibilities on a piece of paper at any time, each goal and its test criteria should be clearly expressed in 250 words, and one person can finish reading in one minute. This not only makes it easy for everyone to know why and how to do it, but also regularly checks their work performance accordingly. 2. "One minute of praise ", it takes a long time for a leader to praise the employee's performance in a timely manner. This will enable each employee to clarify what they have done and work harder, it acts as an incentive and spur to fully motivate employees' enthusiasm and creativity, so that they can continue to develop in the perfect direction. 3. "one-minute punishment ", it refers to the situation in which the leaders should criticize the relevant personnel in a timely manner, point out their mistakes, and remind them of how you attach importance to them, he is not satisfied with his work at this time. In this way, people who do wrong can be willing to accept criticism and achieve the effect of "after punishment and Saving Lives" to avoid the recurrence of similar errors.

Iii. "Hot Stove" rule:

The "Hot Stove" law not only vividly describes the authority of the rules and regulations, but also vividly describes the principles to be mastered for punishment: (1) Hot Stove is booming, you don't need to touch it and know that the stove is hot and will burn people. This is the warning principle of punishment. Managers should always educate their subordinates on rules and regulations, and warn or admonishing them against violation of rules and regulations. Otherwise, they will be punished. (2) When encountering a hot stove, it will certainly be burned by fire. This is the authority of the rules and regulations. That is to say, as long as it violates the rules and regulations of the organization, it will be punished. (3) When you encounter a hot stove, you will be immediately burned. This is the immediate principle of punishment. Punishments must be imposed immediately after a wrong behavior occurs. No time difference is required, so as to correct the wrong behavior in a timely manner. (4) Whoever encounters a hot stove will be burned. This is the fairness principle of the rules and regulations.

4. "goldfish bowl" rules:

The goldfish bowl is made of glass with high transparency. No matter from which perspective, the situation inside is clear. This is the "goldfish bowl" rule in management ." The goldfish bowl rule applies to management, which requires managers to increase the transparency of rules and regulations and work. With the transparency of various rules and regulations and work, managers will be placed under the supervision of employees, effectively preventing managers from abusing their power, and thus strengthening the self-restraint mechanism of managers. At the same time, when employees fulfill their supervision obligations, their sense of ownership and responsibility are greatly improved, and the spirit of dedication, love and innovation will also be sublimated.

V. Nanfeng rule:

The "South Wind" rule is also called "warmth" rule, originated from a fable written by French writer la Feng DAN: the power of the north wind and the south wind ratio, to see who can take off the coat of pedestrians. The North Wind first blew people to the cold, and the pedestrians wrapped their coats tightly to resist the invasion of the north wind. Nanfeng was blowing slowly, and suddenly the wind and the sun, pedestrians feel warm as spring, then began to unlock the button, and then take off the coat, eventually south wind won the victory. This fable vividly illustrates the truth: warmth is better than cold, flexibility is better than rigidity. Managers should respect and care about their employees, take employees as the root, and add more "human feelings" to each other in their daily lives, this allows employees to feel the warmth provided by managers and stimulate their work enthusiasm.

6. "hedgehog" rule:

The "hedgehog" rule tells us that two sleepy hedgehog come together due to the cold. But because each of them has a thorn, the other side does not feel comfortable. So they left a distance, but they couldn't stand it, so they joined together. After a few twists and turns, the two hedgehog finally found a proper distance, both to get the warmth of each other and not to be tied ." The hedgehog "rule is the" psychological distance effect "in management and interpersonal communication ". Psychology Research believes that managers should maintain close relationships with their employees to do a good job, so that they can gain their respect. Keeping a certain psychological distance with employees can not only avoid jealousy and tension between employees, but also reduce their compliments, flattering, bribery, and other behaviors, so as to prevent them from being "younger" or "eat, and lost principles in work. As a matter of fact, watching the flowers in the fog and looking at the moon in the water gives us the feeling of "being beautiful", as well as management. A manager who is admired by employees often exposes their shortcomings because it is "close" to the employees, and the result is uncertain, it is not conducive to further management. In addition, the "hedgehog" rule also reveals that close collaboration between employees, between managers, and between managers, although each person has its unique characteristics and personality, however, it is not advisable to fight independently at work. "It is difficult to stand alone in the forest." This is the truth for everyone to paddle a large ship. The Bureau has a great deal of work. Leaders, middle-level cadres, and management personnel of all bureaus and departments must perform their respective duties, take their respective responsibilities, establish their posts, and play their roles, at the same time, you should also note that the division of labor is not divided, the makeup is not arranged, and the position is not offside, so as to effectively form a joint effort and play the role of the team.

VII. "frog principle ":

There is a famous "frog principle" about "problem management". It is said that if a frog is thrown into boiling water, the frog will jump out immediately. But if a frog is gradually heated up in the cold water, the frog will unconsciously lose the ability to jump out until it is burned to death by hot water. This principle is used to describe two types of problems in an enterprise, that is, explicit and implicit problems. People respond to explicit problems just like frogs respond to boiling water. They will immediately take appropriate measures to immediately put it in the bud. The hidden problems are due to their concealment, it is not easy to be discovered. It is often because it has already caused serious losses to the enterprise when it is discovered. This reminds us that many line barriers are the result of some inconspicuous small problems that have been objective but subjective, it is related to the carelessness of some of our line operators during the tour or with the help of our engineers. The long-term free development of some minor problems eventually caused a great disaster that affects the smooth connection of the lines." It's not a cold day, so we need to keep an eye on potential problems, instead of waiting for a small problem to get bigger and the crisis to come.

VIII. Catfish Effect:

The "Catfish Effect" comes from an old legend: fishermen in a fishing village capture sardines in the deep ocean (a lazy fish) for a living. However, because fishing points are far away from the land, Fishermen often die more than half of the fish they catch when returning to the fishing village, making it difficult to sell well. Only one fisherman, the fish he delivers back to the land, is active and can always sell well, but he never let people look at his fish tanks. It wasn't until after his death that curious villagers found that there was always a catfish in his bay. Because catfish feed on sardines for a living, they will keep chasing sardines in the fish tank. As a result, some old and weak sardines are eaten, but the other sardines are always swimming, so they are all alive to the shore. Most of the sardines caught by other fishing boats will die. This legend tells us a simple truth: "born from sorrow, dead from happiness". If an enterprise lacks vigor and competition consciousness and has no survival pressure, it will be like "sardines, mixed eating and drinking in the "Fish Tank" will inevitably be eliminated by the increasingly brutal market competition. The same is true for an employee. If you are comfortable with the status quo for a long time and are not enterprising, it will inevitably become an abandon of the times.

9. "Walking" management:

This kind of management method is the most typical flexible management with a clear purpose. It requires the enterprise's management to go deep into the grassroots and the masses of employees to observe public opinions, understand the truth, and integrate with employees, in this way, the affinity of the leadership and the cohesion of the company can be enhanced, and employees' pride and self-confidence can be stimulated to achieve the ideal effect of unity and common progress." Walking "Management inspires us: a busy and busy whole day without leaving home is by no means a good leader, but the leaders with no details are not good leaders, and only the chairs are removed ", only by emancipating the Office and going deep into the grassroots and the masses of employees can we get twice the result with half the effort.