"Personal efficiency" and "organizational efficiency"

Source:
International Software Testing Network

 

"Fine products/stable quality
"It does not come from the spirit that employees are highly responsible for the organization, but from the" Professional Competence "that employees are highly professional/professional ".

The importance of "efficiency" for modern enterprise organization management is self-evident. But where does the "efficiency" of modern enterprise organizations come from? However, different understandings lead to completely different or even opposite conclusions.

One common management knowledge we need to know is: what is "efficiency? ---- In fact, the "Efficiency View" of early enterprise organization management is a narrow concept that is limited to financial perspectives and that is, return on investment computing, it is the ratio of input and output in a simultaneous/homogeneous/same-volume environment. Therefore, it is comparable and measurable to one or more groups, computable scientific and rigorous financial "Numbers ". However, the concept of "efficiency" in modern enterprise organizations is much richer than simply financial digital computing, but has entered a broad and rich level of external customer competition; in today's situations where the market is fully competitive and consumers are increasingly picky, the input-output efficiency of traditional enterprises often means that inventory products are being produced, modern Enterprise Management Replaces "Traditional efficiency" with "modern performance", that is, the traditional/Oriented Internal/cost-effective competition within the Organization, so that the modern, competition for customer performance outside the Organization.

The reason why "efficiency" becomes the eternal topic of modern enterprise organization management is that the emergence of open, fair, and just modern competitive markets, more accurately, is fully rational market competition, resources,
Monopoly, rights, and other non-market competition, so that "efficiency competition" gradually emerged from the dark-if a right or a monopoly can bring of profits, enterprises will no longer suffer
If you work for the so-called efficiency, the efficiency will lose the value and significance of existence. Therefore, the right will lead to monopoly, and monopoly will always be inefficient. Therefore, fair competition brings efficiency competition.
In terms of organizational management in Western enterprises, such as downsizing, mobility elimination, and structural innovation, is essentially the internal competition of the Organization caused by competition in the external market, however
The purpose is to achieve enterprise efficiency.

In fact, there are two different fable stories circulating in the East and the West, which will show us how different the two sides are in terms of management and efficiency.

In the West, a widely-spread economic fable "I, pencil", "I, pencil, is a complex combination of miracles: trees, zinc, copper, graphite, and so on. Thousands of people are involved in lead production
In the process of writing, however, none of them want a pencil to do their work. These people live in different places, speak different languages, and may even hate each other. However, all these differences
They are not in the way that they work together to produce a pencil ". In this classic economic fable, Westerners have a basic understanding of management: You don't have to know why you are working, because there is an "invisible
The hand is secretly adjusted, and the result of "profit-making" will appear when everyone tries to work hard. You do not have to persevere naively and persistently, if there is no division of labor and collaboration
He's active and dedicated work cannot produce a pencil.

However, a well-known Chinese fable "yugong Yishan" expresses another completely different understanding: in ancient times, there was a "yugong ", because of the congestion in front of the door, I decided to dig out the mountains. The old man called "smart man" laughed at his stupidity: by virtue of your years and the orphan's son, the power of life cannot shake the mountains. Yugong sighed: Your intelligence is not as weak as your wife
Son, after I die, I have my son, son and Son, son and son, and son and Son and son, cut down from generation to generation, and he is not flattened by my son and Son-in this classic Chinese fable story, the rational "wisdom (WISDOM )",
In order to be ridiculed and clever, the incomprehensible "stupid (yugong)" is greatly appreciated. Obviously, this fable is a metaphor for the methods and ways in which Chinese people think of achieving their goals, from perseverance
Instead of rational and scientific division of labor.

Obviously, this is a completely different management understanding of achieving the Organization's "goal/efficiency"-"self-interest/Division of Labor" is the original source of western enterprise management efficiency; "altruism/dedication" is the fundamental source of the Efficiency of Traditional Chinese organizations.

Here, we can only be very sorry, heartless, and harsh-the Chinese have never had the concept of efficiency, or even do not know what efficiency is ?! There is a misunderstanding: being inefficient does not mean being unable to achieve organizational goals. Chinese people can build the amazing "Great Wall", but it is not an efficient "human-sea tactics ".

In fact, efficiency means "Numbers". Without a rigorous and accurate digital consciousness, there is no sense of efficiency. The contempt for and even contempt for numbers is a common problem in the management of traditional Chinese organizations. Therefore, the vague and gross estimation method to achieve the goal has become a habit of explicit Chinese management organizations. In this bad habit of lacking the "Number" consciousness, "a large number of people" can be taken for granted.
At the same time, there is no doubt that the result of the "touching people, mountain shift" is the so-called Chinese-style organizational efficiency.

One fact we know today is that, in the absence of a rational/Adequate/open and fair market competition environment, "efficiency" becomes worthless-this is also the essential reason for the lack of basic knowledge about efficiency in Traditional Chinese business/enterprise organizations.

Efficiency can only be highlighted in fully-qualified rule market competition. If there is a lack of open, fair, and just rational market rules, even the contribution of efficiency to management cannot be measured.
In layman's terms, you can play with yourself, without talking about costs or time. The result will come true one day. However, once a competitor is found, the slow-working style is over, and the inefficiency becomes a pass to death.
-- There must be a precondition: mutual competition between enterprises must be established under the market rules followed by the whole society; only in this situation can competition between enterprises, to become an efficient competition
Competition. The market competition of modern enterprises is like two trains traveling at high speed-the competition between them occurs on two tracks that never meet each other, who is better able to meet the customer, who is closer to the customer, and who
Is the final winner of the market.

However, the traditional business competition in China is like a horse running without rules on the grassland-the competition between them, instead of running on a regular runway, It is a face-to-face collision. In the traditional irrational/irregular competition of China, the right to seek power, the right to use, the power to use, and even the sinister to make legs and horse sets, all come in handy in the competition, the most important reason is that traditional Chinese Society
It will be an irregular society that lacks rational competition. In fact, in a traditional Chinese market environment that lacks an irrational nature, two identical or similar business organizations seem to be more efficient when one looks more efficient than the other.
In general, monopoly has exceeded non-monopoly, rights have exceeded non-right, and power has exceeded non-authority, but it has nothing to do with what we call "High Efficiency" over "Low Efficiency" today. Therefore, the Chinese will not hesitate
Tactics, games, people's hearts, and other management methods are all used to achieve the so-called efficiency.

Today, Chinese people began to hate the phenomenon of "three people are doing one person's work". In fact, "Efficiency consciousness" began to sprout and awaken. In fact, China's various organizations are very bloated/overlapping/people
It is a world-famous company with chaotic functions and low efficiency. The number of business/enterprise organizations in China is often more than twice or more of the average value of the same type of enterprises, the efficiency produced by resource consumption/energy consumption
Or benefits, it is more than several times or even dozens of times the average value of the same type of enterprises. Obviously, from the perspective of traditional morality, ritual order, and Organization governance, the organization's "huge and bloated" is not a bad management.
Status, because it means the emergence of the "big unification" world; "overlapping organizations", although not in line with the principles of organizational efficiency management, but in line with the courtesy order of seniority; while "function disorder" is beyond personal posts
The positive dedication of duty boundary provides possibilities. Obviously, the "Efficiency View" of modern enterprise management is lost in such a messy sauce tank.

"Personal efficiency" is not the same as "organizational efficiency"-however, when traditional Chinese Organization Management introduces the powerful "spiritual power" and "moral principles" into organization management, the two are implicitly confused.

From the perspective of enterprise management, the wave of modern industrialization does not start from technology, but from division of labor. According to Adam Smith, it is precisely because "with the division of labor, the same number of workers will be able to complete much more work than in the past, and the skills of workers will be developed daily by industry experts; switching from one type of work to another usually takes a lot of time. "It is precisely because of the division of labor that" this loss can be avoided;
Many mechanical inventions that simplify labor and reduce labor allow a person to do the work of many people ". In fact, "division of labor" is the cornerstone of western enterprise organization management efficiency. It is precisely because of the emergence of a profound sense of division of labor that
As the number of departments and positions in the Organization increases, formal education and training have become a necessary management content, so that the degree of professionalism of employees increases.

Obviously, when traditional Western enterprises use the profound idea of "division of labor" and strive to "enable a person to complete the work of many people", traditional Chinese enterprises are on another path, that is, "self-cultivation"
"Speaking" replaces "division of labor". In the perspective of self-cultivation, as long as the moral standard comes up, the specific professional competence is not important. Therefore, in the traditional management of China, organizations mainly examine moral character rather than ability.
A person with high moral character will never be dismissed. A person with strong abilities but poor moral character cannot enter the core of the organization. At least from the perspective of the organizational efficiency produced by the division of labor, the traditional "self-cultivation" in China cannot produce
Productivity, but the loss of organizational efficiency, because modern enterprise organizations are an orderly process connected by every process, every process, and every employee, automatic self of any person or link
The "excessive completion of tasks" issued means that the Organization may have to set up plans, procedures, and processes in advance.

In fact, "efficiency" is a highly technical task, which means a series of specific terms such as per capita profit rate, product inventory rate, and capital turnover rate. However, however, the Chinese believe that "individual efficiency and personal efficiency" is equal to the expected "organizational efficiency" with the inertial thinking logic of "more people and more people ".

One problem is: if everyone is proactive and selfless, will the expected "organizational efficiency" inevitably emerge "? Traditional Chinese Management always has a very positive answer: Yes! -- Ran
However, this is a natural answer. In a small enterprise with only 10 employees, whether it is a clear division of labor/collaboration, or every individual is actively working, the benefits/efficiency are more and more
High? Adam, the originator of Western Economics. smith, the conclusion of his research is: a small factory with a simple equipment, using a division of labor, the result is that the ten workers can get 48,000 pieces of needles every day, that is, one person
You can set up to four thousand eight hundred needles per day. However, "if there is no division of labor, but they work independently, then no matter who they are, there is absolutely no way to make 20 needles a day, maybe even one needle a day cannot be made ".

However, the Chinese have never doubted whether a stable, harmonious, and dedicated organization with a strong "cohesion" can generate or have a strong "organizational efficiency "? -- Chinese users
Come, this is an unquestionable conclusion: only when everyone is "thinking and working together", a beautiful and efficient organization will inevitably emerge, the "people's hearts and mountains shift" has become the most efficient way for Chinese people to achieve organizational efficiency.
Good description. In fact, from the perspective of "organizational efficiency", when an employee actively takes the initiative, works overtime, or overfulfill the task, it is entirely possible that the entire organizational plan/orderly process is broken, at least direct import
As a result, the efficiency of the entire organization is greatly reduced due to changes in the next process. Even for non-procedural enterprises, the independence of an employee is "excessive tasks ", it is also entirely possible that "inventory" is being manufactured
Products directly constitute a threat to capital flows and profits.

In fact, if the organizational efficiency comes from individual 1-1 simple digital games
,
Therefore, even "organizations" are no longer necessary, because as long as you adopt a simple contract to acquire "individual results", you can achieve the expected goal, large organizations have become cumbersome. Early Stage
Taylor, the father of scientific management, has confirmed that with enthusiastic work, individuals cannot efficiently complete tasks. A worker who does not understand Automobile Assembly completely, the reason why I can easily work on the assembly line,
The benefits of decomposing complex and vague "job responsibilities" into a standard action that anyone can learn. The standard of job division is to create a standard job with repeatability, "repetition" creates a well-known and fine
And creates behavioral inertia, repeatability/professionalism, and has become the basis for personal efficiency and detail management. Of course, with the change of the times, modern personal performance has replaced traditional personal efficiency,

"Personal efficiency" and "organizational efficiency" are not the same thing-today we know that the hard work of personal independence does not produce organizational efficiency; the generation of strong organizational efficiency, it exists in enterprise processes due to division of labor.

"Process/Standardization/professionalism" is the cornerstone of modern enterprise organization management-Adam, the originator of western economics. smith's great "division of labor" has created all this: if there is no division of labor, there will be no processes in the enterprise; without a process, there will be no standardized management; Without standardized management, it is impossible to create highly professional employees.

If we cannot break down or divide a large and vague enterprise's work, no matter how actively or selflessly, cannot bring about powerful "organizational efficiency" caused by "division of labor"
Rate ". There is reason to believe that the Chinese will not only trust the Western "division of labor", but also have strong resistance and exclusion, because "division of labor" means that the work boundary of each person is determined, in the eyes of the Chinese
The deterministic limitation is the bad behavior of "self-sweeping snow in front of the door". Therefore, the clearer the division of labor is, the more it hinders the implementation of the spirit of "Love factory like home; the more strictly required the division of labor and responsibilities, the more limited the "NONE"
Private dedication.

Fragmented individual/individual efficient work only achieves personal efficient performance. However, the exceptional performance of individual/individual is summed up, however, it is impossible to achieve extraordinary and efficient organizational performance-today,
The concept of "process" is almost the same today. It almost penetrated every step of Management! From the customer management process, product R & D process, service management process, human capital process, financial management process and so on, its
The basic operation relies on the strong professional, professional and standardized Scientific Management Foundation. In China today, some scholars and professors criticize and even laugh at Taylor, the father of scientific management, without mercy.
It is an outdated and rigid representative. It is definitely a mistake. In fact, it is Taylor who will organize employees who lack professional and professional qualities from the original unordered, unassociated, unresponsible, and unefficient work.
To an efficient, orderly, systematic, planned, coordinated, and highly responsible working state.

For Chinese enterprises and organizations, at least one word is ignored: "repetition"-"Post" repeatability, which provides a possibility for organizational process-based operations; "Organization" repeatability, this makes it possible for enterprises to expand their global chains.

In fact, even today's China, there are still a large number of business owners/entrepreneurs who do not know how "scale" produces "efficiency? How does an organization replicate like a cell division? How is "fine-grained products" manufactured to ensure stable quality? -- In fact, "economies of scale/efficiency of scale" does not come from simple scale/resource expansion, but from highly non-personalized Organizational Structure Design. "global chain stores/subsidiaries" does not come from
The influence of the brand/reputation on the surface comes from the Organization's highly standardized/streamlined "organization replication" capability; "fine product/stable quality" does not come from the spirit that employees are highly responsible for the organization,
It comes from the "Professional Competence" of highly professional/professional employees ". Obviously, this is totally different from the understanding and understanding of traditional Chinese organization management.

In fact, what we are talking about today, such as scale expansion, franchise chains, branches, and global operations, is essentially describing the repeatability, reproducibility, and scalability of an organization, it is a test of whether an organization has the "self-replication Capability". The self-replication capability of the Organization has become the most important way for enterprises to create organizational efficiency today. As long as the work is "repetitive ",
Standardized Management can avoid loss of benefits or efficiency caused by randomness, ambiguity, and experience of individuals or organizations. As Drucker, the managing master, said, "Zheng
"Doing the right thing" and "doing the right thing" are not the same thing. The most inefficient people are those who do the most useless things with the highest efficiency. No replicable, continuous, and streamlined Organization
It is almost impossible to gain a place in today's market competition.