The hottest management also has path dependence

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Management also has path dependence. Alfred Sloane, the former president of General Motors (GM), once said, "you can take my assets, but leave the organization to me. Within five years, I will definitely earn back some assets for the key technology developed to break through the composite fuselage structure." When I read this sentence, I didn't think Sloane was too proud at all. Instead, I thought of the path dependence principle in economics

in short, path dependence is similar to inertia in physics. Once you choose to enter a certain path (whether it is "good" or "bad"), you may rely on this path, and the established direction of a certain path will be self reinforced in future development. The choices people made in the past determine their possible choices now and in the future. A good path will play a positive feedback role and enter a virtuous cycle through inertia and impulse to produce flywheel effect; Bad paths will play a role of negative feedback, such as the cycle of doom, which may be locked in a low-level state

Sloan certainly knows that only rules and regulations can make the personnel of all departments of the enterprise have rules to follow, and can form a well-organized team. If there is no system guarantee, the enterprise will completely lose its cohesion, and it is impossible to form a good corporate culture. Therefore, it is very necessary to use rules and regulations to implement their own business ideas into the thoughts of enterprise employees. Now that he has a mature technology in hand, in 2014, Kunming Science and technology Hengda Technology Co., Ltd. built the first fence type aluminum based lead alloy composite anode plate semi-automatic production line at home and abroad in Jinning Industrial Park, Yunnan Province. The organization can be inherited and the old glory can be rebuilt

however, those small businesses that started from scratch are far less "lucky" than Sloane. First of all, the capital that enterprises can invest in the initial stage is limited, and the institutional investment to maintain the normal operation of the company is less, or even simply none. In order to reduce the establishment risk, they can only invest most of the limited capital into direct production and operation; Secondly, the vast majority of entrepreneurs are good at business technology and lack business management. It is a little difficult for them to immediately take out a set of strategies on how to organize the enterprise from their arms

in this way, the enterprise is faced with the dilemma of lack of system as soon as it opens, so the traditional family system naturally fills this vacancy and takes on the "national system" of the enterprise. Because family and family are often regarded as the most stable structure and the most cohesive organizational structure in the social structure. The cost of adopting family business management is the lowest, and there is no need to engage in various system construction, so as to prevent the asymmetry of individuals in terms of power and, interests and risks. In addition, in terms of specific organizational forms, enterprises are also faced with choices

both department managers and general managers of enterprises are involved in the following four aspects in their management practice:

1, direct leadership; Formulate business strategies, establish corporate image, and create a good corporate cultural atmosphere

2, interpersonal leadership; Keep communication with the lower level, make the best of people, and strive to maximize organizational efficiency

3. Personal leadership; Cultivate leaders' own abilities and show their personal leadership charm

4. Executive leadership; Effectively carry out enterprise work and handle various affairs

as we all know, the economic system is always immersed in the vast ocean of cultural environment, in which everyone abides by the rules, customs and behavior patterns of their own group, although it may not be completely determined by these things. Information processing theory also believes that problem solving is a highly selective search in the often very large problem space. Due to the selectivity based on empirical rules or "heuristic laws and regulations", the search can be guided to the area where there is hope to obtain the answer. Therefore, generally, only a small part of all the problem space can be searched to find the answer to the problem. Once a satisfactory answer is found, the criteria for finding a satisfactory answer come into play, thus ending the search

therefore, there is no doubt that entrepreneurs' knowledge, living habits, ways of thinking, beliefs, etc. are bound to have an impact on their leadership style and management style, and the management experience that entrepreneurs are most familiar with must either explicitly or implicitly affect the organizational form of the enterprise (that is, the "regime"). Therefore, the enterprise has become a testing ground for various management techniques for a time. Former government officials like the administrative management mode, former military officials pay attention to the art of military management, and it is very convenient to borrow the management experience of different industries

for example, a hot pot shop not only pasted the slogan of "three elders and four stricts" of Daqing people on the wall of the store as its own business thought and management concept, but also copied the patrol inspection system and the pre shift and post shift meeting system of the oil industry. The reason is very simple - the owner used to be an oil man

the integrator of management path dependence is probably Wu Bingxin, the boss of Sanzhu group. In his "on enterprise management under contemporary China's national conditions", he advocated that enterprise management under China's national conditions should have six software and eight hardware. The former includes "Angang constitution, the three old and four strict, rigorous and meticulous, cultivating four excellent cadre teams and units, ruthless management and emotional management, and strengthening the leadership of the party", The content of the latter is "making full use of computer management, giving full play to the role of supervision and restriction mechanism, legal management, centralized management, target management and detailed management, fixed personnel management and piece work management, macro management and micro management, hierarchical accounting management and responsibility right linked management", which is simply a hodgepodge

it goes without saying that in practice, this kind of management transplantation must be inadaptable to varying degrees. Of course, enterprises should also have their own specific institutional environment, and should not rely on the advantages of deep cultivation of the industry for many years to adhere to the tradition. However, this is not a problem that should be solved in theory, but a problem that must be done

it rises and falls rapidly, and the lives of many enterprises can only shine for a while like meteors. When discussing this "short cycle theory", the public opinion circles mostly point to the limitations of traditional management resources. Of course, this is also a problem. In fact, the bigger problem is not whether to borrow other institutional resources, but that many enterprises still rely heavily on traditional family resources and personal experience after growing up and developing, and still do not intend to increase institutional investment and management knowledge learning. This is probably the main reason why many enterprises eventually fail

for example, a young company must first and only focus on the market and devote its main energy to planning the rapid growth of sales. Other problems can only be put aside temporarily. However, when the growth rate of product sales reaches a certain level, or is close to the peak, it must turn its main attention to the improvement and optimization of organizational structure, cost control and profit assurance, otherwise, The increasing orders will break down the cost structure and business system, and the company will also fail with the increase of sales convenience and the decline of profits

the purpose of increasing institutional investment and improving and optimizing the organizational structure is to enable enterprises to obtain their own specific institutional environment, which of course also needs to be transplanted. As for the method, it seems that we need to consult Mr. Lu Xun, In his article "bringing doctrine", he told posterity:

"we should use our brains, set our sights, and take them by ourselves!... people can't become new people without bringing them, and literature and art can't become new literature and art without bringing them."

not only literature and art, but also management. (end)

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