Course Background: Most of the management tools and management methods of modern Chinese enterprises are derived from the West, and enterprises, regardless of size, are intentionally or unintentionally using Western modern management theories and management techniques, and have made a certain degree of progress and development.
However, practice has long proved that the technical tools and quantitative means that Western management focuses on can solve the needs of Chinese enterprises for temporary development, but they cannot provide the spiritual power and belief support needed for long-term development. For this reason, Chinese enterprises, regardless of their size, should have a process of inward examination in the process of their development, and they also need to consciously integrate the "Seven Strategies of Wujing" represented by "The Art of War", "Six Taos" and "Three Strategies", as well as the ideas related to management of Taoism, Legalism, Confucianism, Mohism and other schools. In other words, in order to achieve comprehensive and lasting success, Chinese enterprises that manage Chinese employees must introduce Chinese ways of thinking, Chinese values, and endow modern enterprise management with humanistic and cultural characteristics familiar to Chinese employees.
The goal of this course is to help business managers absorb the wisdom of thought from the expositions of the ancient sages represented by the hundred schools of thought, and organically integrate it into the practice of modern enterprise operation and management, so as to promote the concept and method of more effective management of Chinese employees, so as to better motivate employees, think about customers, and create maximum business performance.
Course Benefits:
Understand the internal logic and pattern of traditional culture that can be used in modern enterprise management, and be familiar with the views and paths of ancient celebrities on the application of traditional culture.
From the classics of military masters such as "The Art of War", "Six Taos" and "Three Strategies", we will explore the wisdom of talent management, organizational change, team collaboration, strategic planning and management, so as to enhance the cognitive vision and strategic pattern of managers at all levels.
Starting from the core concepts of Legalism, Soldiering and Mohistism, we should look at the internal relationship between human nature, life and human feelings, so as to grasp the internal logic, concepts, work priorities and efficient methods of employee management and performance management.
Based on the ideas of Legalism and Confucianism, the three-dimensional cognition of corporate culture is constructed, including habits, atmosphere and paths. Learn to build a Chinese-style corporate culture that is more suitable for Chinese enterprises and Chinese employees, and strengthen Chinese-style management concepts and operating models.
Based on the ideas of military scholars and Confucianism, he masters the concepts and methods of entrepreneurial management, and helps enterprises to build an organizational structure suitable for self-operation and self-fission, as well as an efficient power and interest allocation system.
Let managers improve their cognition of timing, leadership, snobbery, competition, etc., so that employees can clearly understand the core essence of the way of leadership, the way of being, the way of doing things, the way of learning and the way of making friends.
Course Duration:1-2 days, 6 hours days.
Course Audience:Middle and senior managers of enterprises.
Course Method:Classic Appreciation + Analysis of Famous Speeches + On-site Discussion + Case Analysis + Game Interaction.
Course Highlights:
Talking about the past and the present, it has a strong practical nature, and pays attention to the organic docking of the core ideas of traditional culture with the key work of modern enterprise management.
There are many classics and many cases, based on the perspective of application, selected soldiers, Confucianism, Taoism, Legalism and very representative sayings, and combined with the case analysis and ** of modern enterprise management.
Emphasis is placed on originality, and most of the content in the class comes from original works, and through self-interpretation to improve the cognitive level of students, rather than ignoring and researching.
Strong interaction and large pattern, so that students can improve their cognition in a relaxed and happy way, enrich the wisdom of Chinese culture, and obtain practical application methods.
Writings related to the course content (by Li Wenming):
Taoist Management", "Six Tao and Three Strategic Management", "Research on 4S Corporate Culture and 7P Performance Management and Its Interactive Impact".
Research on the Corporate Culture of Outstanding Companies in the United States, and Research on the Corporate Culture of Outstanding British Companies
Research on Corporate Culture of Outstanding Canadian Companies" and "Research on Corporate Culture of Outstanding Australian Companies".
Research on Corporate Culture and Business Model - Dialogue with American Small and Medium-sized Entrepreneurs" and "Enterprise Integrated Management System".
Strategic Evaluation", "Beginning: Twelve Treatises on Enterprises", "Research on the Harmonious Integration of High-level Teams of China's Large Private Enterprises".
Course outline
Lecture 1: Can traditional culture be used in modern enterprise management?
Import:Opinion + big coffee say, case talk, data talk, chart talk, historical example.
1. Lao Tzu argues that the past is for the present
Foreword:China's famous teacher list, Lao Tzu is the first in the world.
Lao Tzu learned from the ancients
1) Adhere to the ancient way, in order to have the present.
2) Being able to know the beginning of the ancient times is called the Tao Age.
Lao Tzu's thought display
Thought 1: Goodness is like water (altruism, value).
Thought 2: Taoism and nature (the Chinese have the earliest idea of environmental protection).
Thought 3: Heaven and man are one (Chinese have the best way to protect the environment).
Case:The corporate culture of Datong Group --- invisible elephant and is integrated.
Second, Tang Taizong discussed the use of the past for the present
1.China's Famous Emperor List.
2.Taking history as a mirror, we can know the rise and fall.
3.Tang Taizong: A master with a team and experience analysis.
3. Liu Bang's teacher: Zhang Liang
1.Zhang Liangyu learned from the ancients: the sage is the law, the sage is the law, and the wise is the ancient.
2.Zhang Liang on how to do a good job in talent management.
3.Zhang Liang on how to do a good job in organization and management.
Fourth, Zhang Ruimin, an outstanding contemporary entrepreneur, discusses the use of the past for the present
1.Haier's two-word corporate culture: wisdom and loyalty.
2.Haier's development model sharing.
Fifth, the holy teacher of Dacheng, Confucius
Learn from the ancients
1) I am not born to know"Good ancient"., those who are sensitive and seeking.
2) Speak but do not do, "believe and be ancient", stealing compared to my old Peng.
Quotes showcase:Confucius Thought Show.
3.Confucius's view of talent (4 points).
Discuss:What qualities should you have in the people you admire.
Lecture 2: The Troika of Business Management
1.Troika.
2.Strategic management, performance management, and corporate culture are indispensable for the work of enterprise management.
3.Extended version: three carriages managed by the enterprise.
The relationship between strategic management and performance management
1) Strategic management is top-down performance management.
2) Performance management is bottom-up strategic management.
The relationship between strategic management and corporate culture
1) The mission and vision of the enterprise is the long-term strategic planning of an enterprise and the long-term strategic goal of an enterprise.
2) Corporate culture can help implement the strategy.
6.The relationship between performance management and corporate culture.
Case 1:Baobo Group.
Case 2:De Groat.
Lecture 3: The reference of traditional culture in the first carriage (enterprise strategic management).
1. The Art of War and Strategic Planning
1.The Art of War: Part 1 and Strategic Planning.
2.Strategy: Planning: Algorithms.
3.The first-level and second-level indicators of Sun Tzu's strategic planning.
4.Sun Tzu's position in the field of world strategy.
5.The application of Sun Tzu's strategic outlook in modern enterprise management.
2. Zhuge Liang's "Longzhong Pair" and modern enterprise strategic planning
1."Three-four-one-four" strategic planning model.
2.Environmental analysis of "Longzhong Pair".
3."Longzhong Pair" competitor analysis.
4.Analysis of strategic resources of "Longzhong Pair".
5."Longzhong Pair" strategic type selection.
6.The strategic goal of "Longzhong Pair".
7.The strategic focus of "Longzhong Pair".
8.The strategic stage of "Longzhong Pair".
9."Longzhong Pair" strategic measures.
10.Strategic inspiration of "Longzhong Pair".
Matching Cases:Wanda Group.
Lecture 4: The reference of traditional culture in the second carriage (corporate culture management).
First, based on Legalist thought to recognize corporate culture - habits
Utterance of Han Feizi:Things are in all directions, and they should be in **.
Management Wisdom:Timely decision-making, rapid execution, teamwork, clear rewards and punishments.
1.Corporate culture is habits.
2.Talking about corporate culture without humanity is empty talk.
3.Corporate culture is the work habits of employees.
4.The integration and interaction of performance management and corporate culture.
Second, based on the "Lu's Spring and Autumn Period" to recognize the corporate culture - atmosphere
1.Corporate culture is the atmosphere.
2.bait, bow, and virtue; The holy king does not return to him, but to what he does.
Game Interactive:The atmosphere can be created at any time.
Third, based on Taoist ideology to recognize corporate culture - road
1.Corporate culture is the way.
2.Path: Four questions that corporate culture needs to answer: where to go, how far, who to follow, and how to go.
Case Study:Haier Smart Home.
Case Study:Mengniu Group.
3.Analysis of the application of Taoist elephant intangibility in modern corporate culture management.
Fourth, the "Historical Records" and institutional culture
Etiquette is made according to human feelings, and rituals are made according to human nature.
Revelation:The essence of management is to meet the needs of employees.
Revelation:The role of the system is to nurture people, not to manage them.
Lecture 5: Performance Management in the Third Carriage (Performance Management) Reference
1. The most classic performance management case in history: Wei Wushu
1.Be kind to human nature and make full use of incentives.
2.Group mobilization, invincible.
Second, before Yao ceded the imperial throne to Shun, he evaluated his performance
3. The great Yuan Empire 3450 performance wins
Lecture 6: The Application of Traditional Culture in Entrepreneurship and Innovation Management
1. One of the essential qualities of entrepreneurs
1.Jiang Taigong's words: See the good but not slack, when the time is not doubtful, know the wrong and do not deal with it.
2.Mr. Munger: There are only a handful of opportunities, and when an opportunity comes, we rush over and take it.
3.Jiang Taigong's words: The harm of using soldiers is the greatest hesitation;The disaster of the three armies is more suspicious.
Second, the second essential quality of entrepreneurs
1.Jiang Taigong's words: Those who benefit from the same world will win the world;Those who take advantage of the world will lose the world.
2.Contemporary enlightenment: enlarge the pattern, don't be too self-conscious, you can share profits with your peers, create and share.
Case:Haitian Flavor.
3. The third essential quality of entrepreneurs
Learn to be altruistic: Taoism management.
Fourth, the earliest innovative ideas put forward in ancient China
1.The first to come up with innovative ideas.
2."University" and innovative ideas.
Lecture 7: The Application of Traditional Culture in Other Aspects of Modern Enterprise Management
1. Traditional culture and leadership
1.Leaders need to be altruistic.
2.Leaders need to be selfless.
3.Leaders need to be upright.
4.Leaders should be able to rule by virtue.
Eight Notes for Leaders
The first is to look at people dialectically.
The second item: do things in a proper way.
The third item: the responsibility has been forgiven.
Fourth: do not take power.
Fifth: do not take credit.
Sixth: Don't show off your abilities.
Item 7: No pride.
The eighth item is pursuit.
6.The eight creeds of a leader (people, tolerance, sincerity, integrity, seriousness, carefulness, moderation, and indisputability).
The four levels of leadership
1) The best leader only knows that he exists.
2) Subordinate leaders, close to him and praise him.
3) Again the leader of the first rank, afraid of him.
4) The lowest leader, contempt insults him.
Four things leaders must do
1) Leaders should be serious and conscientious, and should not be sloppy.
2) Leaders should be honest, re-promised, and do what they say.
3) Leaders should conserve resources and take the lead in opposing waste.
4) Leaders should care for their employees and help them grow.
Second, traditional culture and employee management
1.Be a person who can be trusted based on filial piety.
2.Be a person with aspirations.
3.Be a virtuous and righteous person.
4.Know yourself and know your people.
5.Be a gentleman.
6.Don't be a villain.
7.Learn to be content.
8.Use dialectics to guide people.
3. Traditional culture and the way of doing things
1.Do things with great wisdom.
2.Be courteous in your work.
3.To do things, we should follow the principle of doing first and then talking, and doing more and saying less.
4.Do things with a gentleman's style.
5.Seven aspects to pay attention to when doing things.
6.The Tao is different and does not intersect.
7.Socialize with friends with integrity.
8.Socialize with friends with a relaxed heart.
9.Be a good friend, not a bad friend.
Post-class summary and review