[Share] 23 Classical management Theorems

Subject: [Share] 23 Classical management TheoremsLiping (HE liping) 10:47:05

I. Literacy
The Blue Den principle: when you climb up, you must keep the ladder clean, otherwise you may slide when you come down.
Author: American manager ransden.
Comments: only when there is a degree of rejection will we not be able to retreat. If you forget all the cons, you can be flattered.
Luvis's theorem: modesty does not mean to think badly, but not to think badly about yourself.
Author: American psychologist h? Luvis
Comment: If you think too well, it is easy to think badly.
Toli's theorem: to test whether a person's intelligence is superior, it only determines whether his mind can accommodate two opposite ideas at the same time, without affecting his life.
Author: French social psychologist h? M? Torti
Comment: thinking is the opposite, must be complementary.

Ii. Control
Hedgehog Theory: when the day is cold, the hedgehog is close to each other to warm up, but maintain a certain distance, so as not to stab each other.
Comment: An Important Way to stay close is to keep a proper distance.
Catfish Effect: because the individual is weak, the catfish often group and take the strong health as the natural leader. After you cut out a part of a slightly stronger squid's mind-controlled behavior, it loses control and its actions are also disordered, but other mackerel still follow blindly as they used.
Author: German animal scientist Hoster
Comments: 1. The tragedy of subordinates is always caused by leaders.
2. What subordinates think is the most boring is that they follow the worst leadership.
Rules: keep in mind our language when you begin to build cooperation and trust:
1. The most important words are: I admit that I have made a mistake.
2. the seven most important words are: You did a good job.
3. The most important six words are: What do you think?
4. The five most important words are: Let's work together
5. the four most important words are: Try again.
6. The three most important words are: Thank you.
7. The two most important words are:
8. The most important word is: you
Author: American management scientist leibov
Comments: 1. the four most important words are: Try it;
2. The most important word is: you
Lober's theorem: for a manager, the most important thing is not what happens when you are present, but what happens when you are not present.
Author: American management expert r? Luobo
Comment: If you only want your subordinates to listen to you, they will not know who to listen to when you are not around.

3. Communication
Stanner's theorem: The less we talk about it, the more we hear it.
Author: American psychologist s? T? Stanna
Comment: only when you listen to others well can you better express yourself.
Fisno's theorem: two people have only one mouth, which means they should listen less.
Author: l?, president and general manager of British United Airlines? Fisno
Comment: If you talk too much, what you say will become an obstacle.
Whining effect: anyone in a company who complains about work is much more successful than a company or boss who does not or does.
Author: University of Michigan Social Research Institute
Comments: 1. Complaints are the catalyst for changing the unreasonable status quo.
2. Although complaints are not always correct, they are always correct when you take them seriously.
Lightning Rod effect: a metal rod is installed on the top of a tall building, connected with a metal wire buried in the ground, and discharged at the tip of the metal rod, the power carried by the cloud layer and the power on the ground are gradually reduced, so as to protect buildings from lightning strikes.
Comments: Shanshu zetong, can guide the Security

Iv. Coordination
Amino Acid Combination effect: the eight amino acids that make up human protein, as long as one content is insufficient, the other seven cannot synthesize protein.
Comment: when everything is indispensable, Everything is everything.
Mig-25 effect: Many parts of the MiG-25 jet fighter developed by the former Soviet Union lag behind those of the United States, but because the designers considered the overall performance, therefore, it became the world's first class in terms of upgrading/downgrading, speed, and emergency response.
Comment: the so-called best overall is the best combination of individual.
Running-in effect: Newly Assembled machines are used for a certain period of time to polish the processing marks on the friction surface and become more sealed.
Comment: In order to achieve a complete fit, both parties must make necessary support.

V. Guidance
Porter's theorem: when many people suffer criticism, lower-level people often only remember the beginning and the rest will not listen, because they are busy thinking about arguments to refute the criticism at the beginning.
Author: l? W? Porter
Comment: always staring at subordinate mistakes is the biggest mistake of a leader.
Landden's Law: working with a friend is far more interesting than working with a father.
Author: American manager ransden
Comments: respectable and unamiable, it is difficult to respect in the end; the right to do not have the power, often lose the right.
Gilbert's Law: The most conclusive signal of a job crisis is that no one tells you what to do.
Author: British human training expert B? Gilbert
Comment: no one talks about the real danger.
Authoritative suggestion effect: A chemist said that he would test the propagation speed of a bottle of foul gas. After he opened the bottle cap for 15 seconds, the front row of students raised their hands and said they were smelly, the people in the back row raised their hands one after another and said they had smelled it. In fact, there was nothing in the bottle.
Comments: Superstitious is light Trust, blind will blindly from.

Vi. Organization
O'neill's theorem: all politics is local.
Author: former U. S. House of Representatives Dean o'neill'
Comments: only those who can understand it can think it is true.
Positioning effect: Social Psychology once tried to make people freely choose their seats when they convene a meeting, and then take a break outside the room before entering the room for the seat, five to six times, it is found that most people choose their first seat.
Comment: Most people do not want to change it easily if they decide it.
Iqibuen's theorem: If you don't recognize an employee or forget his name, your company will be too big.
Author: Steven? Joseph theatre Director Aaron? Izkabun
Comment: Once a stall is too large, it is difficult for you to take full care of it.

7. Training
Gygrad's theorem: Except for life itself, there is no need to exercise the day after tomorrow.
Author: American training expert geger? Ggrad
Comments: The water is not rich, there is no vast territory, people do not raise talent.
Dog mastiff effect: when a young Tibetan dog has teeth and can be bitten, the master places them in a closed environment without food or water so that the puppies can be bitten by themselves, finally, there is a living dog called mastiff. It is said that only ten dogs can generate one mastiff.
Comment: The dilemma is to create a strong school.

8. Selection
Recent or final impressions have a strong impact on human cognition.
Author: American social psychologist loqin.
Comment: The results are often considered as a summary of the process.
Rule of practice: When recruiting employees, you should try your best to make yourself a good company. In this way, talent will naturally come together.
Prepared by: Jing, Japanese business management consultant.
Comment: it cannot attract talent, and the existing talent cannot be retained.
Beauty is a good effect: for a handsome person, it is easy for people to mistakenly think that he or her other aspects are also very good.
Author: American psychologist Daniel? McNeil.
Comments: once an impression is based on emotion, this impression often deviates from facts.

IX. Appointment
Oglevi's Law: if each of us employs someone more advanced than ourselves, we can become a giant company.
Author: ogelvi, USA? Ogelvi, president of marse.
Comments: If you use people worse than you, then they can only do worse than you.
Peel? Cardin's theorem: the use of one plus one is not equal to two.
Author: famous French entrepreneur Pierre? Cardin.
Comments: Improper combination, frequent loss of overall advantages, proper arrangement, to achieve the best configuration.

10. Incentives
Effect of the horse and fly: if the horse and fly bite on the body, it will also be excited and run fast.
Comment: if there is a correct stimulus, there will be a correct response.
Inverted u-shaped hypothesis: when a person is slightly excited, he can do his best job. When a person is not excited at all, there is no motivation to do a good job. Correspondingly, when a person is excited, the pressure that comes along may make him fail to finish the work he should have done. One of the secrets of the world's leading online player, Mr. Becker, is known as the General Changsheng, is to prevent excessive excitement from the beginning and end of the game and maintain a semi-excited state. So some people also refer to the inverted u-shaped hypothesis as the Beckel realm.
Author: British psychologist Robert? Yekisand dodelin.
Comments: 1. The passion is overheated, and the passion will burn out the mind.
2. Calm in enthusiasm makes people sober, and enthusiasm in calm makes people persistent.

11. Survey
Teber's argument: security cannot be found in the number.
Author: American economist W? S? Teber.
Comment: numbers are dead and the situation is active.
Mosko's theorem: the first answer you get is not necessarily the best answer.
Author: American management expert R? Mosko.
Comments: give root and ask the bottom.

12. Prediction
Rogers argues that successful companies will not wait for external influences to determine their own destiny, but will always look forward.
Author: P?, former President of IBM USA? Rogers.
Comment: I only want to stream with the stream, but it is difficult to have an ideal other side.
Sagai's Law: people who wear a watch know the exact time. People who wear two watches cannot determine the time.
Author: British psychologist P? Sagai.
Comments: If you select an incorrect reference, no correct comparison is required.
Tunneling field of view effect: if a person is in a tunnel, what he sees is a very narrow field of view.
Comments: 1. It is difficult to open a field of view if you do not expand your mind.
2. If the field of view is not wide, the path at the foot will become narrower and narrower.

XIII. Objectives
Buffett's Law: you will not make a fortune if you invest money in other places.
Author: Buffett, an American investor.
Comments: 1. Be good at taking your own path, and be expected to take the path that others have not walked.
2. unique features and no advantages.
Guolei's theorem: each exit is another entry.
Author: American manager W? Guolee.
Comment: The previous goal is the foundation of the next goal, and the next goal is the continuation of the previous goal.

14. Plan
Levman's theorem: those who are hesitant to make a plan, usually because they are not sure about their abilities.
Author: French Manager P? Column.
Comment: if you are not able to plan, you have only time to regret it.
Frester's Law: before creating a wall, you should know what circles are going out and what circles are going in.
Author: American thinker W? P? Frester.
Comments: At the beginning, the boundary is clearly defined, and in the end there will be no things beyond the boundary.

15. Adviser
Poker theorem: only in the debate can the best idea and the best decision be born.
Author: James, general manager of American Johnson Company? Poker.
Comments: There is no friction, and there is no debate.
Wei Qi's theorem: Even if you already have the opinion, it will be hard for you to shake it if ten friends think the opposite of you.
Author: John wart, an economist at the University of California, Los Angeles? Wei Qi.
Comments: 1. You should not have your opinions when you are not listening.
2. I am not afraid to start talking about different things.

16. Decision Making
Fa's law: when there is no need to make a decision, it is necessary not to make a decision.
Author: French manager D? L? Falklands.
Comment: when you do not know how to act, the best action is not to take any action.
Wang An's argument: hesitating can avoid the opportunity to do something wrong, but it also loses the chance of success.
Author: Dr. Wang An, a Chinese-American entrepreneur.
Comments: being disconnected can make a good thing worse, and decisively turn the crisis into a crisis.

17. Execution
Grester's theorem: an outstanding strategy must be followed by an outstanding execution to work.
Author: American entrepreneur h? Grester.
Comments: good deeds are better, and the practical work is better.
Gedelin's Law: By clearly writing the problem, half has been solved.
Author: Charles? Gedelin.
Comment: disordered thinking cannot produce reasonable actions.

18. Information
Walsen's Law: put information and intelligence first, and money will roll in.
Author: American entrepreneur s? M? Wallsen.
Comment: how much you get depends on how much you know.
Tamara effect: Tamara is a Czech radar expert? A radar invented by pehe. The biggest difference between it and other radars is that it only receives signals instead of transmitting signals, so it will not be discovered by the enemy's anti-radar devices.
Comments: The Good collectors are unknown, and those who can be informed cannot be hidden.

19. Supervision
Chi-Chi's theorem: the more intoxicated, the more we grasp what is at hand.
Author: Xiao Chi Jing, a Japanese manager.
Comments: self-satisfied, hard-awake, self-satisfied, and not criticized.
Heller's Law: People will redouble their efforts when they know their job scores have been checked.
Author: British manager h? Helo.
Comments: supervision will become motivation only when mutual trust is achieved.

20. Control
Hengshan rule: the most effective and continuous control is not mandatory, but the internal spontaneous control of the individual.
Author: Japanese sociologist yokanneman.
Comments: If you are conscious, you will be motivated. If you do not have the right to self-determination, you will not be able to take the initiative.
Butterfly Effect: disorder researchers say that a butterfly in the Southern Hemisphere occasionally fan its wings to cause a weak airflow. After a few weeks, it can become a tornado sweeping a place in the northern hemisphere. They refer to this butterfly effect as a phenomenon that, after a certain period of time and with the participation of other factors, develops into extremely huge and complex consequences.
Comments: The good end is cautious, and the small ones are cautious.
Ash's Law: recognizing the problem is the first step in solving the problem.
Author: American entrepreneur m? K? Ash.
Comments: The more you are hiding from the problem, the more difficult the problem will be.

21. Faji
Locke's advice: the rules should be less specific. Once it is set, it must be strictly followed.
Author: Locke, British educator.
Comment: simple and easy to follow, strict is required.
Hot Stove rule: when people touch a hot stove by hand, they will be subject to hot punishment, which has three characteristics: instant, early warning, equality.
Comments: The crime and punishment can be consistent, and the law and governance can be consistent.

22. Reform
Ke meiya's Law: there are no perfect things in the world, so there is room for reform in everything.
Author: American social psychologist m? R? Kemeiya.
Comment: Do not stick to the regular, in order to stimulate creativity.
Dafinov's Law: a person without an innovative spirit can always be an executor.
Author: the former Soviet psychologist davenov
Comments: only those who dare to take the lead are eligible to become the true pioneers.
Self-eating cubs: Silicon Valley enterprises in the United States are so fiercely competitive that companies are actively looking for their critical weaknesses. The common survival path of all companies is: use better-looking products to defeat their original products. Some people call this behavior self-eating cubs.
Comments: 1. Do not force yourself, others will force you sooner or later.
2. Dare to tell a paragraph in the past to start a new chapter with confidence.

23. Innovation
Schön's theorem: new ideas can blossom only when they fall into the hands of those who really trust it.
Author: schön, a professor at the Massachusetts Institute of Technology.
Comments: only a letter of confidence can persist.
Jining's theorem: The real mistake is fear of making mistakes.
Author: American manager h? Jining.
Comment: people who are not afraid of mistakes are often the farthest from them.
Kabe theorem: giving up is the key to innovation.
Author: Cabe, former general manager of at&t.
Comments: before you learn to give up, it is difficult for you to understand what is fighting.