10 Rule of Management

Some time ago, I said to the staff to be responsible for their own actions, and has been responsible for down. "10 rules of engagement in the workplace" is designed to improve organizational efficiency while supporting employees ' careers.

In fact, without management support in the case of large-scale organizational change is not realistic. The best way to achieve change is to build a culture designed to encourage good behavior at all levels of the organization.

After all, the leaders of big companies like Intel, FedEx and Southwest America are not just blindly following the management fashions that are utopian by business schools and management consulting firms. People like Grove, Fred and Heber Kloch who have their own insights about corporate culture and who build their company based on their own ideas are special cases.

In the spirit of these entrepreneurs and the pioneering culture they have created, I recommend the following 10 rules of engagement to achieve organizational change from the top down and improve the overall effectiveness and performance of any organization, large or small.

1. Cultivate a culture in which everyone speaks out and no one promises. Corporate culture has no effect when managers do not set an example or have class boundaries between management and workers. This means that, regardless of rank, we treat each other equally. For example, everyone in Intel, including the CEO, works in a cubicle.

2, the abnormal behavior of the nip in the bud. If you are going to succeed in promoting culture throughout your organization, you must have a way of coping with the heterogeneous. I think the best way is to develop an environment that encourages everyone to be critical of any wrongdoing. Peer pressure is a powerful motivator.

3. Motivate the right behavior. It's not easy, it's scary. People tend to do things the way you want them to, especially if you make sense and give cash incentives. Most executives or management pay plans are poorly considered and ultimately reinforce bad behavior.

4, to promote organizational cooperation, not confrontation. I've always heard: "There's a natural tension between sales and marketing," or "Come on, everyone hates human resources," like an inevitable argument between dysfunctional families. This is nonsense. There is never anything natural or unavoidable about it. This is an abnormal organizational behavior and creates confrontation rather than cooperation.

5. Develop a healthy struggle and debate. There are many ways to effectively address conflict in the workplace, such as doing something wrong, constructive confrontation, and arguing and taking responsibility. In addition, senior management must ensure that the problem is finally resolved, that consensus is reached, and that plans are recorded, even if it means having to "break a tie" occasionally among co-workers.

6. Avoid the trap of matrix management. If your business is large and complex, has multiple businesses, is distributed across multiple regions, and you are using matrix management, you must understand and deal with countless pitfalls. This means that the objectives and reporting structures must be properly adjusted to ensure that there is no inherent conflict.

7. The accountability system and decision-making are pushed to the right level. What is the right level? The lowest level is reasonable, for example, all information is available and individuals can assume some kind of responsibility.

8. Encourage effective communication, not excessive communication. Of course, communication is very important to organizational effectiveness, but these days it's easy to communicate too much. The excessive communication and collaboration that involve everyone in everything is overwhelmed by the organization and hinders productivity. Everything is too too.

9, identify and motivate people who are self-motivated, regardless of the level and in which region. Too many companies rely on standard human resources and organizational development processes to score, rank and promote individuals each year. That's not good enough. There should be specific processes to find, test, reward and promote potential future leaders.

10. Diversity does not imply reverse discrimination. Racial, gender or age discrimination in the workplace is illegal. As long as this condition is met, promotions and salary increases should be determined in full accordance with merit. In my opinion, no one should be treated as a special person at any level. Otherwise, you encourage the wrong behavior, promote mediocrity, and cause discontent.

As far as I know, one or two of these rules are somewhat controversial, but I have never been a person who has beautified my views into important matters. Again, I have no expectation of you. Below, you have the opportunity to tell your management how you think they should work on major issues and consider them in a holistic way.