The hottest management system jungle and execution

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Management: system jungle and executive power

relying on controlled systems to improve executive power will only backfire. Good executive power comes from efficient leadership and the correction of systems that inhibit organizational vitality

the Qin Dynasty is one of the shortest lived dynasties in China's history. It took only 15 years from the unification of China by the first emperor of Qin to the death of Qin. It is undeniable that tyranny has dug a deep pit of destruction for Qin. However, in China's long feudal society, tyranny comparable to Qin is not rare, but most of them have not encountered a short life similar to Qin. In addition to tyranny, there are also institutional factors

the fuse that directly triggered the uprising of Chen Sheng, Wu Guang was a law of Qin Dynasty: garrison soldiers (equivalent to border guards) who were sent to garrison the border were executed as long as they did not arrive on time, no matter what the reason. In the view of Chen Sheng and others, it is better to rise up than sit and wait for death. In this way, a law aimed at strengthening control to ensure the stability of the regime went to its opposite

Many historians have pointed out that the reason why Qin was able to destroy the six countries was precisely the advantage of the worship system. Taking Shang Yang's reform as the starting point, Qin gradually established a set of systems to meet the needs of social development at that time, which not only attracted a large number of talents, but also released the social vitality to the greatest extent, promoted the improvement of Qin's economic and military strength, and finally achieved the hegemony of Qin Shihuang for thousands of years. After the unification of China, although the centralized system adopted by Qin Shihuang was conducive to maintaining feudal unity under the conditions at that time, its bondage to the people's thoughts and inhibition to economy and culture became more and more obvious. Burning books and pitching Confucianism is an extreme example, and the Chen Sheng Wu Guang uprising is just a violent breakthrough in the suppression of the system by social forces seeking to redistribute interests

for enterprises, although there will be no Chen Sheng Wu Guang style uprising, when the power of institutional inhibition accumulates to a certain extent, it will inevitably be released in certain forms, such as internal conflict, slowdown, brain drain, loss or bankruptcy. Therefore, the destructive force of institutional restraint is worthy of great attention to the portal structure as opposed to the single arm structure

the natural state without any system is the state of war between individuals, which is the so-called "Hobbes jungle". However, as a system that restricts human behavior, it will also form a "system jungle". People in the jungle - people who create a cocoon of system - may not only be vibrant, but also be suffocated due to the lack of enough space

there are many reasons for institutional inhibition, one of which is the yaw of the pursuit of executive power. This is somewhat puzzling. Indeed, the success of enterprises cannot be separated from efficient execution. From the popularity of books such as "execution - the knowledge of how to complete tasks", "win in execution" and "letter to Garcia", it is not difficult to see how popular the importance of strategic execution has been in today's commercial society. But what worries people about the expression method of wear test results is that some enterprises understand execution as unconditional obedience and execution, and the system has become the basis for the managers of these enterprises to conduct command and control openly. Therefore, we can see the views of "monitoring employees with systems", "monitoring systems are not used to manage people, but to scare people", and so on. We can see that some enterprises not only set up more and more complex clock in systems, but also install monitors in offices to manage like supervisors. This is understandable, because it is the most labor-saving method. Of course, the most labor-saving is not necessarily the lowest cost, and enterprises may pay a high price for this

in enterprises with serious institutional inhibition, it is not difficult to find formalism, deception and other phenomena. There are several results: first, mechanical execution; Second, there are policies at the top and Countermeasures at the bottom; The third is to openly disobey or flee, most of which are the first two cases. Dee, founder of visa. Hawke gives an example in his book mixed order: the future form of visa and organization. When he had a discussion with some officers, non commissioned officers and sergeants of the U.S. Army Command School, he asked them to estimate how much time they spent complying with those meaningless rules and regulations. As a result, the time estimated by non commissioned officers was as high as 45% - 85%, and that estimated by senior officers was as high as 20% - 40%, while those sergeants who said they only spent about 5% - 20% of their time were just because they were good at coping

obviously, relying on a controlled system to improve execution will only backfire. In fact, good execution first comes from efficient leadership. After taking office, Boeing CEO Manny made leadership training one of his priorities. He said, "leadership development is to help people grow. If I can make everyone grow, the company will naturally develop." In other words, when everyone grows up, will execution become a problem

the improvement of executive power also depends on the correction of the restraining system. Take Boeing as an example. Before manani, Boeing's long-term incentive depended on the rise of the company's share price. The larger the rise of the share price, the more incentives managers received. This system is not a useful flexibility; The percentage of the ratio of the energy lost during the elongation and shortening of the sample to the work consumed during the elongation and shortening does not take into account the more difficult performance of managers in the downturn of the industry, so it is difficult to motivate them to try to improve their performance in difficult times. In order to change this situation, manani reformed the corresponding incentive system to better reflect the cyclical characteristics of the aviation industry and encourage managers to make more efforts and innovations during the downturn of the industry

of course, no institutional arrangement can be perfect. Whether it is too rigid or too flexible, it will affect the executive power. Managers need to master the art of balance

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