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任正非:钱分好了,管理的一大半问题就解决了

www.rf-millenium.com2019-07-15
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“华为未来战胜竞争对手的关键因素不是技术,资金,人才,而是管理和服务。”

回顾任正非1994年至2018年的400多篇文章,我看到了任正非的时空管理理念。

所谓的管理就是把框架放在一起,从宏观管理到微观管理;

所谓服务就是要加强整个团队的服务意识建设,逐步摆脱对资金的依赖,依靠技术,依赖企业,使企业从不可避免的王国走向自由王国,建立更合理的管理机制。

他说管理就像长江。我们修好了大坝,让水在里面自由流动,我在晚上睡觉,但水也自动流动。

“当我们依赖资金,技术和人才时,我们的思维受到约束,我们的价值评估和价值分配系统仍然存在一定程度的扭曲。”

只有摆脱这三种依赖关系,我们才能做出科学的决定。华为希望建立一个平台并构建一个框架,以最大限度地发挥资本,技术和人才的潜力。

“我们公司的核心组织价值决定了我们公司的内部组织流程。经过持续的自我优化,一旦我们能够为自己辩护,即使现在的领导者已经离去,这个组织流程也不会结束,而且会继续像长江一样流动。

01

未来的竞争是管理竞争

任正非说,华为只剩下两种财富:一是管理结构,流程和IT支持的管理体系,另一个是人的管理和激励机制。

资本,技术和人才的生产要素只有在管理层整合的情况下才能发挥作用。为什么小发猫和微软出现在世界上,事实上,它不仅仅是技术而是管理。

从某种意义上说,有些公司并不比华为差。他们为什么没有发展?它没有融入管理,一切都可以买,只有管理不能买。这是一个非常雄心勃勃的项目,而不是哈佛大学的学生。

“我们公司拥有大量高学历,高水平的人才。目的是理解,接受和消化先进的管理。要管理好,我们首先要了解管理。”

通过解决这个问题,可以提高效益。

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任正非说,规模是优势,规模优势的基础是管理。大规模自动降低成本是不可能的,管理层会产生低成本。盲目标度不正确。经过规模化,没有良好的管理,无法实现低成本。

任正非说:

华为曾经是一家“英雄”历史的小公司,它逐渐成为一家具有一定规模的专业管理公司。

稀释英雄的颜色,特别是淡化领导者和企业家的个人色彩,是实现专业化管理的必然途径。

只有管理专业化和流程才能真正提高大公司的运营效率,减少管理的内部消耗。

有必要以脚踏实地的方式建立一个科学管理的大平台

“我们与爱立信这样的大公司相比有什么?效率高于成本,看谁能活得更多。”任正非说。

互联网继续进入新的领域,带来技术透明度和管理进步,并加速缩短公司之间的差距。因此,未来的竞争是管理竞争,有必要在管理上与竞争对手拉开差距。

在互联网时代,技术进步相对容易,管理进步更加困难。管理变革很困难,这符合所有人的利益。

"If the other party is continuously managing and progressing, and we don't improve it, it will definitely die." Ren Zhengfei said.

At the specific implementation level, he mentioned that in order to maintain vitality in the competition, it is necessary to improve management, first of all to remove unnecessary duplication of labor;

Reduce the process and reduce the approval process when monitoring is effective;

It is necessary to strictly determine the process responsibility system, fully mobilize the middle and lower levels to take responsibility, and make timely and timely decisions within the scope of authority;

Adjust cadres who cannot take responsibility and dare to take responsibility to the operational positions; replace cadres who are protected by Mingzhe or lack of skills from management positions;

It is necessary to remove the seniority of the seniority, and to take responsibility, ability, morality, interpersonal communication skills, team organization and coordination ability as the guide for selecting cadres.

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"It takes a long time for the company to go true to scientific management. We need to build a big platform in a down-to-earth manner." Ren Zhengfei said.

When Huawei collapsed in 2002, Huawei’s theme was to manage it. At the time, the outside world laughed at them. Later, the social debate, also said that Huawei must die in this era, because Huawei has no innovation, Huawei's danger is to grasp management.

However, Ren Zhengfei believes that no matter how good the economy can develop, no matter how fast the high-speed rail can be, if there is no management, the tofu residue will be destroyed, and the high-speed rail will turn to the Pacific.

02

Management, in the end, is the desire to manage

In the end, management is to manage human nature, and to control human nature is to manage desire. A history of Huawei's development is a history of human management.

Ren Zhengfei

We often hear a saying that "no desire is just". In fact, this statement is against human nature, and it is difficult for those who do not want to be so strong and powerful.

xx欲望实际上是中立的。在很大程度上,欲望是企业,组织和社会进步的驱动力。

它是欲望的刺激和控制,构成了华为的发展史,构成了任何人类组织的管理史。公司管理成败背后的逻辑是人性的逻辑和欲望的逻辑。

知识工作者的愿望可以分为五个层次:

第一级:物质饥饿

大多数人,甚至可以说每个人都有最基本的物质诉求,员工对企业最直接和最简单的吸引力就是财富自由。企业和组织能否为员工提供相对的物质满足,实际上是企业人力资源最基本的部分。

不难发现,任正非一直从不缺乏对华为员工的关注,也从未能够提高对优秀人才的待遇。

如今,许多中国公司正在研究中国研究和学习稻盛的哲学。他们希望员工改变工作态度,更加努力工作。

华为与众不同。这是激励员工赚钱,改变自己和家人命运的激励方式;并寻求发展机会,发展其无限潜力;

更多荣誉,以提升自己的境界和模式。

事实上,任正非是最擅长分钱的老板。 “钱很好,大部分管理问题都解决了。”任正非的名言广为人知。

对华为许多老员工的深刻记忆是,薪水上涨很快。有些人一年七次提高工资,有些人一年增加了11次。任正非说:“不要挣扎,不付钱,不打架,华为会衰落!”

努力工作的道路很艰难。华为对员工的好处首先在于,但苦难中的幸福感,痛苦中的成就感,收入的增加以及对公司未来的信心。

快乐是建立在贡献与成就的基础上,关键是让谁快乐?

企业要让价值创造者幸福,让奋斗者因成就感而快乐,如果一个企业让懒人和庸人占着位子不作为,不创造价值的人,混日子的人都快乐,这个企业离死亡就不远了!

华为的薪酬制度就是要把落后的人挤出去,减人,增产,涨工资。

大仁,不仁。

管理者总给员工讲“吃亏是福”,这是在害人害公司。

建立“不让雷锋吃亏”的机制,让奋斗者得到合理的回报,让更多员工愿意做忘我的雷锋,这样才会有更多的雷锋出现。

“众人拾柴火焰高”。任正非的高明处就在于大智若愚,开启众人的智慧,他舍得分钱,舍得放权。

“舍得”是任正非的大智慧,他不仅创造了华为传奇,也形成了他独特的管理哲学诚可谓:“万般神通皆小术,唯有空空是大道”

30年来,华为培养了亿万富翁,培养了中产阶级,培养了有志向,有底气的创业者。

除了源于任正非坚持“以奋斗者为本”精神外,其实也在于任正非自己就是一个名副其实的奋斗者。

他不会把年轻的奋斗者当成工具,他坚持以生命撞醒那些年轻的生命以生命激发生命,以生命创造生命。

他深知在财富,权力和地位堆砌下的企业老板,最终一定会被压扁,压死。

所以,我们在看到任正非分钱的一面时,也要看到他正在把自己的敬畏,谨慎,郑重,素直,精进,广大和包容毫无保留地植入年轻员工的内心,他在用这些品质为员工的生命旅程保驾护航。

XX也许这就是任正非分钱的真正方式。

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第二级:安全感

安全感是人类固有的本能。大多数人的生活处于不安全状态。人才和领导者越多,内心的不安全感就越强烈。

华为是因为它拥有充满危机意识的优秀管理人员,并且有超过10万人具有强烈的内心不安全感。每个人都拥抱这个团体并热身面对充满风险,未知和恐惧的世界。 “赢得,敬酒,失败,奋斗,拯救”的文化。

第三个层面:成长的愿望和抱负

人越聪明,领导者的欲望和野心的紧张程度就越强。我们怎样才能把这些人带到头上,每个人都成为领导者,以及每个想要拥有权力的人?公司的价值评估和价值分配系统至关重要。

当这些人的力量与他的欲望,野心和野心相称时,他自然愿意运用自己的才能,在这样的平台上发挥自己的智慧。

最后,该组织将宣传团队中每个人的抱负,同时遏制过度的野心。宣传野心和遏制野心是所有管理者每时每刻都必须面对的问题。

华为的任命干部过去一直注重质量,注重领导风格。自2004年初以来,在华为召开的人力资源干部会议上,任正非提出了选择华为干部的四象限原则。四象限原则是华为干部选拔的新里程碑。到达。

所谓的四象限原则将干部划分为四类,并将其划分为四个不同的象限,其性能和质量为纬度:

第一象限:

Cadres with good moral character, good responsibility, and leadership style (leadership style: high quality and unity appeal, clear goal direction, and management rhythm of achieving goals) must be selected as the top leaders at all levels.

Second quadrant:

For those who have very good business quality but have poor responsibilities, they cannot be promoted to cadres, and they should be allowed to go to the grassroots to do specific work.

why? Ren Zhengfei believes that because these people pay attention to the superficial form and love to do superficial work, they may cause false prosperity in the department after they take office, so they cannot be allowed to do management work.

Unless one day they turn their good qualities into good abilities and achieve responsibilities, they can be promoted.

That is to say, a person looks very high-quality and looks very good-minded and capable, but it must be tested in practice, to make performance and results, to prove that your quality is real, not based on performance and results. The surface is high.

Third quadrant:

For those whose responsibility results are very good, the quality is not very high, and there is no leader style. They can focus on training and ask them to learn more. At the same time, they should give them some training opportunities to improve their quality and let them go to hard areas. Exercise, tempering and improvement can be selected as a cadre;

But if they can't always improve their quality, they should also let their mentality accept a general job.

Fourth quadrant:

For those cadres whose responsibility results are not good and their business quality is not high, they must be demoted.

In order to prevent departments or people from unilaterally understanding “performance” and “results” as sales, and going to the other extreme, Huawei's decision-making EMT meeting has prioritized the selection of cadres:

First, focus on performance,

The second is to observe their moral character and self-criticism,

The third is to look at its leadership qualities.

xxOnly when it achieves high performance, meets the requirements of morality, and possesses the qualities of leadership, can it be selected as a cadre.

In this way, it not only solves the contradiction between the long-term goal and the short-term goal of the company's cadre team construction, but also solves the contradiction between planing, attacking the mountain and playing grain, better balancing the relationship between immediate income and future development, and preventing Huawei from a Extremely extremes go to the other extreme, combining performance with quality, outcome, contribution and key behavior.

In fact, performance and quality are not absolute opposites. They can be integrated into one and complement each other.

At the same time, the principle of selecting such cadres makes the company's values clearer.

First of all, performance is not only sales, but also the effective output and results of employees responsible in this position. Only by turning potential power into results, producing performance, and contributing, can we be recognized by the company. The company is based on objective facts. Define performance and define the selection of cadres.

Secondly, it is clear that “quality” is not equal to “performance”, and “potential” is not equal to “contribution”. The potential of a person is only a realistic ability when it works;

Only by fully exerting people's potential and making achievements and contributions in actual work can they be recognized by the company.

It can be seen that Ren Zheng is not a value proposition, and Huawei does not need formalist cadres.

Cadres who are keen on formalism often pay attention only to their own leadership style, engage in some formalistic things, cause false prosperity of the department, spend their fists and embroidered their legs, and use them in the middle, which will affect the future and destiny of the enterprise.

In the past, Huawei's human resources department promoted cadres to pay more attention to their cognitive ability such as academic qualifications and quality or leadership style. However, Ren Zhengfei told them that cognitive ability cannot be eaten, and only by contributing can it produce value.

Huawei has clearly defined the criteria for selecting cadres, that is, to have good performance and to fight for food.

xx事实上,任正非选择干部的四象限原则与邓小平的理论一样,“无论白猫,黑猫,捉老鼠都是好猫”,他们都提倡实用主义,不讨论形式主义,支付注意实际结果。

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第四层次:成就感

受到社会的赞赏,公众认可的欲望,等等。华为有多种成功因素。其中一个重要因素是共享两个单词。

分享丰富的发展,同时分享安全感,分享力量,分享成就感。把钱分得很好,把权力划分得很好,并把分数划分得非常重要。

作为老板的人必须了解最基本的东西。

首先,这件事的财富越来越分散。

其次,你的追随者会给你力量和名望,如果有一天你的追随者放弃你,你的力量,你的成就感,你在聚光灯下的所谓形象,甚至是财富,那烟会消失,甚至是烟被扑灭了。

华为保持高速运营的重要工具是其独特的全股份制。 2014年4月,英国《金融时报》在访问华为总部后发布数据,显示华为员工的持股比例为99%,覆盖近8万人。

在此,您可以找到华为关于员工持股的程序化声明:我们实施员工持股制度。

一方面,普惠公司认可华为的模范员工,形成公司与员工之间的利益和命运共同体。另一方面,最负责任和才华横溢的人将继续进入公司的骨干。

“员工持股计划将所有人聚集在一个平台上。人民的心并没有分散,风吹过来。“这是员工持股计划的基础。有了这个基础,华为的诠释和重点“斗争精神”具有逻辑自信的基础。

全股份制的实施已经将员工和公司转变为通常意义上的合作关系。员工将自己视为公司的真正主人,在成功时互相敬酒,并在失败时相互挽救。

此外,在华为发展最困难的时期,它已成为一个非常重要的融资渠道。

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第五级:传教

只有极少数人是具有超意识的传教士。乔布斯,我可能也是一类人。

任正非

03

最高级别的管理是“无所事事”

公司的生活不是企业家的生活。

任正非

当一家公司将希望寄托在一个人身上时,它非常危险且非常脆弱。

任正非强调,“我们不能把公司的希望寄托在一个人的生命和智慧上。在实施集体委员会制度后,华为进一步完成了管理体制转型,走上了良好的自我操作,自我 - 调整,自我优化的轨道。“

公司的生活不是企业家的生活。西方已经意识到企业家的营业额不会影响企业的发展。

一旦中国没有企业家,随着生命的终结,企业生活就会结束。也就是说,中国公司的生命就是企业家的生命。企业家去世后,这个企业不再存在,因为他是企业的灵魂。

任正非说了这样一段话:

如果公司的灵魂是企业家,那么这个企业就是最悲惨,最无望,最不可靠的企业。

I am a bank and never give him a loan. why? Maybe he will fall off when he comes back from the plane tomorrow. How do you know that it won’t fall? Therefore, we must make it clear that the life of an enterprise is not the life of an entrepreneur. Why is the life of an enterprise not the life of an entrepreneur? It is we have to establish a series of customer-centric, survival-based management systems, rather than relying on individual entrepreneurs' decision-making systems.

When this management system is operating in a standardized way, the soul of the enterprise is no longer an entrepreneur, but becomes a customer demand. The customer is always there, and this soul is always there.

There is a point of view in management: the highest state of management control is to achieve goals without control. This is actually the sentence that Lao Tzu said: "Nothing is done."

The Basic Law is to make the company reach the realm of doing nothing. It seems that we have not done anything, how can the company move forward? This is the highest level of management.

No one will manage the Yangtze River, but it will not flow back to the sea. "Inaction and nothing" is not just a matter of inaction. It does not seem to require much control, but things are moving forward. Why? This is a cultural atmosphere that is advancing.

Whether a company's internal and external development laws really understand clearly, whether management can do nothing and rule, this is a problem that needs to be explored constantly, so that it can move from the inevitable kingdom to the free kingdom.

"I talked about the 'Yangtze River' at the end of《华为的红旗到底能打多久》: Even if we fall asleep, the Yangtze River continues to flow, constantly optimize, continue to flow, and then continuously optimize, cycle, and sublimate. It is the best inaction. This inaction is the goal we are pursuing." Ren Zhengfei emphasized.

xx他说,“我们不依赖人来领导这家公司。我们用规则的确定性来处理结果的不确定性。人们问我:'你怎么整天睡觉?'我说,我是长江的大坝。如果长江没有洪水,就没有这样的东西。长江不是太大,也没有我这样的东西。我们不愿意拥有大洪水,但即使发生洪水,我们也一直有计划防止洪水,而且没有我的生意。“

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