9 well-known management rules collected

We have collected nine well-known management rules, and you can also add them to favorites. These famous rules have many modified versions for different industries, so we can continue to collect them when we are free. For example, the barrel principle is widely used in the network security field!
I. Bucket rules: a bucket with an irregular mouth is not the longest board on the bucket but the shortest 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 "Bucket" management rule. 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.

Ii. "One minute" management rules: many Western enterprises have adopted the "One minute" management rule and have achieved remarkable results. The content includes one-minute goals, one-minute compliments, and one-minute punishments. Specifically: 1. the "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 "treating patients and saving lives after punishment" to avoid the recurrence of similar errors.

Iii. "hot furnace" law: the "hot furnace" law not only vividly expounds the authority of the rules and regulations, but also vividly describes the principles to be mastered in punishment: (1) hot furnace 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. Leaders 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" rule: 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, that is, the leader must increase the transparency of rules and regulations and work. With transparency in various rules and regulations and work, the leader's behavior will be placed under the supervision of employees, which will effectively prevent the leader from abusing power and thus strengthen the leader's self-restraint mechanism. 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.

5. The "southwind" rule: the "southwind" rule is also called "warmth". It is derived from a fable written by French writer la fengdan: the power of the north wind and the south wind, see who can take off the coat of a pedestrian. 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. When a leader applies the rule of "Nanfeng" in management, it must respect and care about employees, take employees as the foundation, add more "human feelings", and have fewer official posts, and try its best to solve the actual difficulties of employees in their daily lives, make employees truly feel the warmth given by leaders, and stimulate their enthusiasm for work.

6. The "hedgehog" rule: the "hedgehog" rule tells us that two sleepy Hedgehog are holding 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 leaders 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 flowers in the fog and watching the moon in the water gives us a feeling of "beautiful distance", as well as management. A leader who is admired by employees often exposes their shortcomings because they are "close to each other" 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. This is the principle that "It is difficult to stand alone in the forest", and everyone paddles and opens 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.

7. "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. "The ice is frozen for three feet, not a day of cold", so we should always pay attention to potential problems, instead of waiting for a small problem to become bigger, the crisis will come, and then temporarily stick to it.

8. Catfish Effect: The Catfish Effect comes from an old legend: fishermen in a fishing village rely on the deep ocean to capture sardines (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 "fish tanks" 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 that the enterprise's management should often go deep into the grassroots and the masses of employees, by observing public opinions, understanding the truth, and integrating with employees, we can enhance the affinity of the leadership and the cohesion of the company, stimulate employees' pride and self-confidence, and 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 who have nothing to do with are not good leaders. They only need to drop the "chair back ", 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.