Collection of 9 famous rules of management _ Classic NET Pick

Collection of 9 well-known rules of management, like friends can also be collected, and these well-known laws have many different industries modified version, free to continue to collect. For example: The cask principle, in the network security domain uses very widespread!
First, the law of the bucket: A Yan Kou of the bucket, it Sheng water, not in the bucket on the longest plank, but in the shortest wooden bucket on the plank. To make the bucket more water (improve the overall effect of the bucket), it is not necessary to increase the length of the longest plank, but to fill in order to complete the shortest wooden bucket of those boards, this is the management of the famous "cask" law. Enterprise management is also so, to improve the efficiency of enterprises, we must pay close attention to weak links, otherwise the overall work of the Unit will be affected. It is often said that "each other", that is, to take the long purpose is to fill the short, only to take long without filling short, it is difficult to improve the overall effect of the work.

Second, "One minute" management rules: At present, many Western enterprises have adopted a "one-minute" management rules, and achieved remarkable results. The details include one minute goal, one minute compliment and one minute penalty. Specifically: 1, "one-minute goal", is to require everyone in the enterprise to their main goals and responsibilities at any time on a piece of paper, each goal and its testing standards should be in 250 words to express clearly, a person in a minute can read. This not only makes it easier for everyone to understand why they do it, how to do it, but also to regularly check their work performance; 2, "one-minute praise", is the leadership will take a long time to praise the performance of employees, so that each employee can make clear what they do, work harder, Play an inspiring and stimulating role, fully stimulate the enthusiasm and creativity of employees, make it continuously to the perfect direction development; 3, "One minute punishment", refers to for should do well but did not do well the matter, the leader must carry on the timely criticism to the related personnel, pointed out its mistake, then reminded him, how you valued him, Discontent is his work here and now. This can make the wrong person willing to accept criticism, to "Shing, Save the lives" of the effect, to avoid the recurrence of similar mistakes.

Third, "Hot Stove" law: "The Law of Hot stove" not only vividly elaborated the authority of the rules and regulations, but also vividly described the principle of the punishment required: (1) Hot fire red, no hand to touch also know that the stove is hot, it will burn people, this is the warning principle of punishment. " Leaders should regularly educate their subordinates, warn them or discourage them from violating the rules or regulations, or they will be punished. (2) Whenever you encounter a hot stove, will certainly be burned by fire, this is the authority of the rules and regulations. That is to say, if you violate the rules and regulations of the Unit, you will be punished. (3) When you hit the hot stove, immediately burned, this is the principle of the immediate punishment. Punishment must be done immediately after the occurrence of the wrong behavior, never muddy, must not have time difference, in order to achieve timely correction of the purpose of wrong behavior. (4) No matter who touches the hot stove, will be burned, this is the principle of fairness of the rules and regulations.

Four, "Goldfish bowl" law: Goldfish Aquarium is made of glass, transparency is very high, no matter from which angle observation, inside the situation are all clear, this is the management of the "Goldfish bowl" law. The principle of "goldfish bowl" applies to the management, which requires the leader to increase the transparency of the rules and the work. With the transparency of the rules and regulations and the work of the leaders, the leader's behavior will be under the supervision of the employees, which will effectively prevent the leader from abusing the power, thus strengthening the leader's self-discipline mechanism. At the same time, employees in the implementation of supervision obligations, their own sense of ownership and sense of responsibility have been greatly improved, and dedication, love and innovation of the spirit will also be sublimated.

Five, "South Wind" law: "South Wind" law is also called "warm" law, originated from the French writer Lafontaine wrote a fable: North Wind and South wind than power, see who can take off the pedestrian's coat. The north wind blows the first person cold and biting, the result pedestrian in order to resist the north Wind's invasion, then wraps the overcoat tightly. The south wind slowly blows, suddenly sunny, pedestrians feel warm as spring, then began to untie the button, and then take off the coat, finally the south Wind won. This parable vividly illustrates a truth: warmth is better than cold, flexibility is more rigid. Leaders in the management of the use of the "South Wind" law, is to respect and care for employees, to staff-oriented, more "human", less airs, try to solve the practical difficulties of staff daily life, so that employees really feel the warmth of the leader to give, thus stimulating their enthusiasm for work.

Six, the "hedgehog" rule: "hedgehog" The law says: Two sleepy hedgehog, because of cold and hold together. But because each body has thorns, stabbed the other side how also sleep uncomfortable. So they left for a distance, but too cold to stand, and then together. After several toss, two hedgehog finally found a suitable distance, can get each other's warmth without being stabbed. The "hedgehog" rule is the "psychological distance effect" in management and interpersonal communication. The psychology research thinks: The leader must do well the work, should maintain the intimate relation with the staff, this can obtain their respect. With the staff to maintain a certain psychological distance, not only can avoid jealousy and tension between employees, but also can reduce their compliments, flattery, bribery and other acts, to prevent with the staff brother, eat and drink no points, and loss of principle in the work. In fact, the smoke and mirrors, the moon in the water, give people is "distance beauty" feeling, management is also so. A leader who has been admired by the staff, often because of "intimacy" with the staff, will make their shortcomings exposed, the results unconsciously lost the seriousness, not conducive to its further management. In addition, the "Hedgehog" law also revealed to us, close collaboration between each other is essential, between employees, managers and employees, between managers, although everyone has its own characteristics and personality, but in the work of each individual is not desirable, "single wood difficult to become a forest", the people paddle open the ship is this truth. The work of the line Bureau is very complicated, bureau leaders, middle-level cadres, management staff, the regional bureaux, departments and departments to their respective roles, accountability, based on this post, to play a role, but also pay attention to the Division of labor, the replenishment is not arranged, in place not offside, the effective formation of force, play a team role.

Seven, "Frog Principle": about "problem management" there is a famous "frog principle", said that if a frog thrown into the boiling water, the frog will immediately jump out. But if you put a frog into the cold water gradually warming, the frog will unknowingly lose the ability to jump out, until the hot water die. This principle is used to describe the two kinds of problems that exist in the enterprise, that is, dominant and recessive problems. People's response to the dominant problem is the same as the frog's reaction to boiling water, will immediately take appropriate measures to nip it in the bud in time, and hidden problems because of their own invisibility, not easy to be found, often wait until the discovery, has caused a serious loss to the enterprise. It's a revelation to us, many line obstacles are some obscure small problems over the cumulative results, there are objective, but also subjective, with some of our line staff in the circuit or with the slumber related to the work, let some small problems long-term free development, eventually led to the impact of the smooth line of catastrophe. "Rome, overnight", so we should always focus on the potential problems, instead of waiting for small problems to become bigger, the crisis has come and then cramming.

The Catfish effect: "Catfish effect" comes from an ancient legend: a fisherman of a small fishing village relies on the deep sea to catch sardines (a comparatively lazy fish) for a living. But because the fishing point is far away from the land, fishermen catch the fish back to the fishing village, often die half, it is difficult to sell a good price. There was only one fisherman, the fish he had shipped back to the land, which was alive and always sold a good price, but he never let anyone see his fish cabin. It was not until after his death that the curious villagers found that there was always a catfish in his fish cabin. As the catfish feeds on sardines, the catfish keeps chasing sardines in the pod, and some of the weak and frail sardines are eaten, but the rest of the sardines are alive to the shore because of the constant swimming. And the sardines caught by the other fishing boats are stationary, and the half will die out. The legend tells us a plain truth: "Born of worry and euthanasia, if an enterprise lacks vigor and competition consciousness, there is no pressure to survive, just like" sardines ", mixing and drinking in" fish cabin "will inevitably be eliminated by increasingly brutal market competition. An employee is also so, the long-term status quo, do not think enterprising, will inevitably become the age of the outcast.

Nine, "Walking-style" management: This management style belongs to the most typical flexible management, the purpose is very clear, that is, the management of the enterprise should be constantly in-depth to the grassroots and staff of the masses, to understand the public opinion, understanding the truth, and staff, so as to enhance the affinity of the leadership and corporate cohesion, inspire staff pride, self-confidence The ideal effect of fluctuation, solidarity and common progress. "Walking Around" management enlightenment: A busy day, not at home leadership is not a good leader, and the full, hands-on leadership is not good leadership, only to cut off the "chair back Son", from the office liberated, outreach and staff to the masses, in order to achieve a multiplier effect.