Participatory Management Of Enterprises

A private start-up company has planned to plan a public service activity to collect rubbish in public places. At the seminar, a Post-80 employee made a radical objection that the original plan could not achieve the desired results. Finally, after the advocacy and planning of the post-80s employees, the activity plan was adjusted to launch and convene through the Internet, and according to the amount of garbage collected by individuals, the contribution of the participants was measured, and the corresponding titles and awards were given online. The company's boss said with emotion:

"Since 80's employees have actively expressed their opinions, this activity has become a way full of the spirit of the Internet, which is beyond our imagination. The managers of the company should provide more channels for the post-80s employees to express their opinions, because this often brings new thinking to managers.

A state-owned enterprise Human resources The manager found that in the company, the post-80s employees no longer bought the way in which the leaders of the enterprise encouraged the assembly to speak. So he suggested that business leaders should try to make a team of 60, 70 and 80 employees work together to complete a job, and recommend 80 employees to be the opinion leaders of small groups. As a result, the post-80s employees in the team have the ability to activate the whole team's thinking and attract employees from other ages to participate in in-depth discussions. The HR manager learned from this experience that the company should try to set aside the space for the 80's employees to participate spontaneously and play their own initiative, rather than relying on oppressive administrative orders.

For a large number of post-80s employees, NOKIA has adopted a virtual team approach to dilute the concept of hierarchy. Everyone is responsible for part of the success and failure together, the former solid structure has been broken, personal value and project success at the same time. Nearly 80% of the post-80s employees are Vanke companies, and they are also well versed in participatory management and balance creativity. In order to stimulate the enthusiasm of post-80s employees, Vanke has established an innovation alliance, which consists of a borderless inter departmental group and different professional positions. Every year, it proposes some innovative proposals. After evaluation, these innovative proposals can be highly rewarded when they are adopted into a realistic mode of production or management. Innovation alliance has developed a collocation method for coatings, which not only achieves energy saving targets, but also helps companies save 6 million 800 thousand yuan.

Zhao Xi, senior management consultant of Mercer consulting, said that in six and 70s, people used to be "obedient", but after 80, they were unwilling to listen to orders only because they had the right to decide independently during their growth. Therefore, he suggested that enterprises should involve more post-80s employees. Especially when making proposals, supervisors should let them participate more. The post-80s employees are not asking you to adopt their opinions to the greatest extent, but to what extent they are allowed to participate in it so that he can play his role freely. {page_break}

　　 Breaking the shackles

The main employee of a software company is the 80s. In order to make the management more suitable, the general manager took a lot of trouble to establish a set of effective performance management system: the employees who did not work on time must go to work on time. Every day, they should fill out a performance form, which is clear to what they are doing every hour. The monthly performance of employees is reflected by a large number of forms, which not only evaluate each aspect of the staff's work, but also evaluate their daily behaviors. But shortly afterwards, the general manager found that after implementing the performance plan, the effect was not as good as he thought. Many employees had some criticisms about these systems, and some of them did not want to be restrained or even quit. The company's business has not greatly improved, and the general manager has been extremely confused.

In fact, the general manager did not realize that the post-80s employees should not be strict and rigid. management model 。 The new employees in 80s hate hate and are more inclined to accept flexible and highlighting personal styles. about Post-80 employees In terms of their autonomy, they are not only unwilling to be restrained by things, but also can not tolerate the remote command of their superiors. They emphasize self guidance in their work. After 80, employees like to complete their work according to their own wishes and methods, and they can get the greatest degree of respect and wisdom.

IBM company was the first to implement the "result oriented" flexible working system, and the working hours were calculated monthly. Each month does not require nine to five days to complete the work items assigned by superiors. Otherwise, the minimum required working hours should be completed. If it is not possible, it will violate company regulations. In order to protect the creativity of post-80s employees, the famous American 3M company has launched the famous "15%" principle, that is, employees can take up 15% of their working time and engage in any research work of their own interest without having to get the company's permission. Under such a system, employees are free to play, and product development based on interest and intuition has achieved very good results. 3M has more than 200 new products coming to market every year. In order to enable new employees to work in a happy and free state of mind, Benq Corp even moved beach volleyball to the office, which was transported by air from Lianyungang. BenQ employees are often in the office at 7 in the evening. Do not mistake BenQ employees for working overtime. In fact, they may be playing. In BenQ, the corporate atmosphere of work, life and study has won the support of many post-80s employees and made them more willing to work in BenQ.