In enterprise management, we often encounter a lot of enemies, such as poor communication, inadequate incentives, incomprehensible processes, inability to recruit personnel, etc., but in my opinion, if you must choose a NoThe great enemy of 1, that must be - bureaucracy!
In the past, we heard "bureaucracy" more for *** and large enterprises, and now, bureaucracy is slowly spreading among small and medium-sized enterprises.
For the boss, the biggest luck of the enterprise is to be able to recruit a group of capable management cadres. When many management cadres were first recruited, they pretended to be positive, and after their original form was revealed, the boss was anxious.
For peers, when encountering a bureaucratic colleague, because the work is not done solidly, the collaborative work of many departments is far away, and the work results are difficult to complete.
For subordinates, if they work under the authority of a bureaucratic manager, because such a boss basically does not do practical things, it is extremely irresponsible for the employees.
In this regard, our team has sorted out six common phenomena of bureaucrats, hoping to inspire you.
Bureaucracy is rampant in business
1. Chase the results with quick success and quick profits, and ignore the process
For example, when the goal is down, the sub-goals are very active, and the goals are more active, and I always shout to my subordinates: I only want the result, not the process, I can do it, and if I can't do it, I will change people! A look of wholeheartedly thinking about the company, but actually doing nothing every day, ignoring the process, ignoring the difficulties in the work of subordinates, and ignoring the responsibilities that managers should have.
In the end, if the team fails to achieve the goal, the manager will say that this person is not capable, and so on. This is also very common.
2. Do things, talk empty words in meetings, and get used to formalities
Many times, in order to show loyalty in front of the boss, I rush to the so-called "special meetings", "analysis meetings", and "monthly meetings" all day long, talking nonsense, my voice is hoarse, and none of the actual problems have been solved.
What's worse is that the team has since added a group of "pseudo-loyalists" who are "fake and empty".
3. Chicken belly, often compete with subordinates
Because they ignore the process and only focus on the results, once there are results, they are not thinking about retrospectively learning from excellent experience, but how to steal the only results and use this to consolidate their management position.
For example, during the annual summary meeting, when these managers summarized the results of their departments, they desperately put gold on their faces, and did not mention the hard work of their subordinates, as if they had become the "heroes" of the team.
4. Everything is in the first place, and the interests of the team and the company are in the back
In the face of all things, instead of being guided by the company's strategic goals and long-term interests, we are trying to seek personal benefits from it, and the guidance of subordinates not only does not give effective guidance on the right road, but goes further and further on the wrong road.
The result is not only to damage the interests of the company, but also to the subordinates.
5. Only shout slogans, not do practical things
During the meeting, before doing things, the slogans were shouted louder than anyone else, and after all kinds of chest pat promises, there was no specific deployment in any matter, and there was no training, supervision, correction, and support.
The leader asked questions and prevaricated for various reasons, not to find a way to solve the problem, but to find a reason to deceive and get through.
6. Nepotism is used, and the team has become a "group of relatives and friends".
Ignoring the company's job requirements, nepotism, thinking that their own people are good at doing things and talking, setting up a small hill, and working against the boss for a long time.
These are the six most common phenomena about bureaucrats coming to power. Such a series of phenomena continue to appear in enterprises every day, so what is the root cause behind this?
Bureaucracy emerged
What is the root cause
What is Bureaucracy?
Detached from reality, detached from the masses, bullying the weak and afraid of the hard, being an official as a master, protecting officials and officials, and leading a corrupt leadership style.
There are forms of commandism, clericalism, etc. Most of the time, it refers to the work style of only giving orders without considering practical problems, that is, the work leadership style of being an official and a master.
6 major manifestations of bureaucracy:
1. Only give orders and don't do things, and the result has nothing to do with you.
2. Emphasize statements and light actions, and package yourself vividly in public.
3. Build benchmark cases regardless of cost, just to show their dedication.
4. The leader's evaluation of his subordinates is completely determined by his own subjective will, and even by the "unspoken rules" of his subordinates to the leader.
5. There is no efficiency in signing and approving routine problems, and there is no result in batching important problems.
6. Cross-departmental command and abuse of power.
The deep-seated causes of bureaucracy:
1. Covetous for comfort and enjoyment, sluggish, and not enterprising.
2. To save face, talk about pomp, and hide if you can't hang on your face.
3. Make good use of power and enjoy the pleasure that power brings to yourself.
4. Profit-oriented, short-sighted, and selfish.
Most of the bosses have gone through a long period of practice, and they have finally grown into the "leader" of the enterprise in the struggle.
This process is full of hardships and ups and downs, and it also fully demonstrates their outstanding talents and abilities.
From ordinary to excellent, from employees to bosses, the huge reversal and transformation of this process can easily cause fluctuations and changes in the psychological cognition of bosses.
Most company bosses have a mentality: I have suffered all kinds of hardships, I have seen all kinds of problems, and I can deal with all kinds of troubles.
In this kindDriven and induced by self-righteousness, empty-eyed satisfactionIt's easy to feel like you're in control.
Moreover, after assuming the leadership role, the leader's personal intentions, work orders, decision-making arrangements, etc., are almost free from other resistance and interference, and can easily be transformedOrganizational Intent
Over time, the boss will subjectively think that "I am the best" and "my management is the most perfect", only seeing the glamorous and successful while ignoring the shortcomings and shortcomings.
In addition, the boss is deeply trapped in the illusion of being sought after and being credited, and it is easy to lose himself and take excessive praise as a real achievementExcessive self-awareness.
Why would it be easy for the boss to fall into such an unaware situation? The reason is that the self-awareness is still not clear enough, I don't know what I want, and I am in a state of confusion about the pursuit of my own ideals and the observance of values, so I am easily disturbed by external forces.
What are the consequences of corporate bureaucracy?
Bureaucracy has two consequences, one isReduction in the efficiency of business operations, the other isReduction in the innovation vitality of enterprises。Regardless of the actual situation, leaders blindly put into production, wasting time and finance, and redundant enterprise processes, resulting in low efficiency and poor execution.
If the leadership is high, there are many factions in the enterprise, and employees dare not speak out, then everyone's enthusiasm for work will be hit.
Zhang Ruimin, CEO of Haier Group, said: "The biggest feature of traditional large companies, or its most fatal problem, is that the bureaucracy is too serious, and the bureaucracy leads to the inability to respond to user needs, or the inability to respond quickly. ”
Any organization that is large will have the problem of bloated organization and lack of flexibility, and it is easy to produce bureaucracy.
The leaders have a serious official position, give orders without considering the actual situation, listen to too many compliments and do not listen to different opinions, and the subordinates protect themselves, obey orders, and turn a blind eye to the actual situation.
Over time, the company gradually loses its vitality and innovation. In the long run, the enterprise will die out.
Therefore, the essence is the boss's lack of self-awareness!
How to completely eradicate it
The birth of bureaucracy
1. Create a positive value system within the organization
First of all, if we want to solve the problem of manager bureaucracy from the root, we need to build the faith influence of the organization by the boss, and a boss is the guiding light of the enterprise, shining on the direction of the whole organization at all times.
As the saying goes, "good".The upper beam is not correct and the lower beam is crookedIf a boss does not lead by example to promote excellent cultural values, then the organization will naturally "keep rats".
Allusion
The story of an entrepreneurial leader who overcomes difficulties and achieves customers.
The story of the company's employees overcoming difficulties and achieving customers.
Experience
Many important experiences of those who read the above allusions and quotations have been recorded.
Read it out in the language of ordinary people.
Quotes
Classic speeches by spiritual leaders on major occasions and conferences.
Its followers have representative dialogues and speeches.
Philosophy
Summarize the main points of the company's consensus of beliefs.
At the same time, a good atmosphere of criticism and self-criticism has been formed internally.
The boss took the lead in being criticized: standing on the highest hill and rushing down.
Sort by age: Human nature – the older you get, the harder you are to accept criticism.
Start with a round of criticism, each of which speaks of their own strengths and weaknesses and those of others.
Then self-criticism, reveal your heart to the team, let the team understand themselves.
Include breakthroughs as practical action plans and indicators.
In the second month, the review was corrected.
2. Help cadres find the correct life orientation guidance and career planning
Positioning and selection of cadres
The worldview of leading cadres, outlook on life, values, career, work, performance to do education, and at the same time to outstanding cadres as a model to commend vigorously;
Build the construction of cadre echelonFor different cadres, the professional skills are different, and the form of conveying the corporate value system is different;
The fierce general must be taken from the army, and the prime minister must be taken from the state and county
Cadres must come from the grassroots frontline, and those who do not have successful practical experience at the grassroots level cannot be selected to become cadres;
Cadres must have the spirit and culture of being able to go up and down
First of all, the scope of involvement is very large, the personnel involved are very wide, and the ability to go up and down is completely able to go up and down, and the post will be easy to pay after the change.
The career planning path of cadres
Cadres should analyze what professional skills they haveThrough various vocational trainings provided by the organization, they can enrich their theoretical knowledge, comprehensively improve their skills, and at the same time deeply analyze their deficiencies in which abilities;
In addition to knowledge and skills, cadres should also deeply analyze their own personality traits or work motivations.
Cadres can combine their own macro and micro environment according to their own professional interests, personality characteristics, professional abilities, etcConsider your own career development within the company
After setting the goal, it is necessary to draw up a scientific and rational action plan to achieve the goal. When implementing the career planning program, cadres should consider both their own career development and personnel management, strive to combine the two to the greatest extent, and then implement specific actions in stages.
3. The organizational structure has clear rights and responsibilities, and do not let the supervision mechanism be in vain
Establish decision-making bodies and supervisory bodies. Small and medium-sized enterprises are often personally responsible, that is, the CEO or general manager has the final say.
That's fine, but you need to make sure that the decision-making process is discussed by the committee, and that the top leader is the last decision.
At the same time, there is a clear division of powers and responsibilities, and the supervisory committee or the trade union can effectively supervise the decision-making process.
The actual situation of most enterprises is often that the leaders have a word, and no one dares to discuss or supervise.
This requires the No. 1 person to lead by example, and be really willing to delegate power and accept supervision, so as not to let centralized decision-making and supervision institutions become useless.
The boundaries of responsibilities between departments need to be clear and clear, and do not set up departments with duplicate responsibilities or departments with unclear responsibilities, do not engage in multi-line cross-reporting, and do not engage in complex matrix management.
Functions are clear, rights and responsibilities are clear, and it is enough to keep it simple
The management level should not be too much, generally between the first leader and the grassroots staff to maintain 4-6 layers.
If there are too many management levels in an enterprise, it may indicate that it is about to be split into different subsidiaries or independent business divisions. There are fewer levels, the organization is flattened, the upload and distribution will be smoother, and it is not easy for leaders to be blindly confident and detached from reality. In short, the simpler it is, the more effective it is, and the simpler it is, the more executable it is.
In addition, equal communication between all levels, leaders go to the front line, and accept the feedback of ordinary employees.
Leaders can be humble and put down their posture to understand the actual situation, and avoid being stubborn and self-serving. Subordinates dare to admonish, do not worry about retaliation, communicate fully and effectively from top to bottom, and do not let decisions deviate from the actual situation.
Jack Welch, the legendary CEO of General Motors, believes in "clearing bureaucracy from all corners" in terms of employing people, and he believes that one of the six deadly sins of leaders is to silence the voices around them.
If leaders don't open their minds to different opinions, then the business will be rigid.
A good enterprise needs leaders and cadres at all levels to set an example and humbly consult grassroots employees, so that the whole enterprise can form a good atmosphere.
This mainly depends on the determination of the founders and the senior management team, and their attitude and example will determine the direction of a company's culture.
So, when there is a problem with the culture. That must be the responsibility of the top leaders and executives, and if they can lead by example and maintain equal communication, then a good culture will be established.
If leaders and executives lack a sense of equality and assume themselves as officials, then a bureaucratic culture is inevitable.
4. Scientific and correct value evaluation system to create a fair and just atmosphere
There are five characteristics of the value evaluation system of general science.
Evaluate the position, not the person themselves
The evaluation criteria are relative rather than absolute
Evaluate the information** for job analysis
Assessments are conducted by the team, not by the individual
Provide the basis for a reasonable salary system
The process of building a value evaluation system.
Establish an internal job evaluation committee within the company
Select the job evaluator** for reference
Determine the content of the job evaluation
Archiving of job evaluation data
Publicize and implement the content of the job evaluation with the cadres
The executive will confirm the content of the evaluation and appeal
In addition, within the company, it is recommended that all cadres doSign a performance commitmentIn the past, many bureaucratic cadres were accustomed to shouting slogans and following formalism.
Without the establishment of a pledge system, it will be difficult to solve the problem of the value evaluation system at its root.
Adhere to the system of responsibility-oriented and result-oriented evaluation, and implement effective restraint on the behavior of cadres.
Cadres should determine their responsibilities and expected performance targets through their own work reports.
The results of the assessment of the responsibility of the performance commitment will have a direct impact on the appointment of the cadre, and if the evaluation result is far from the results of his or her previous commitments, the cadre may be dismissed on the spot.
For more information on the evaluation criteria for cadre positions, please refer to Huawei's following criteria:
Conduct strict screening and assessment of manager selection, and cut out managers who do not meet the same valuesManagers who take the initiative to resist indicators and take responsibility, and do not passively wait for tasks and evade managers
Managers who want to lie down and do the dirty work, not managers who point fingers
Managers who can bring out subordinates who are better than themselves should not be the best managers in the department
Managers who can constantly criticize and self-criticize, and managers who are not complacent and unenterprising
Managers who want the company's interests above themselves, not managers who are selfish and small
5. Avoid formalism and put an end to superficial articles
Formalism is a work style that only looks at the appearance of things and does not pay attention to the essenceFormalism and bureaucracy can be described as twin brothers, and they go hand in hand.
Formalism only focuses on superficial articles, treats work with great fanfare on the surface, secretly obfuscates the test, and fools the development of employees instead of doing their best.
Under formalism, enterprises will lose efficiency and vitality, employees will be exhausted, and the final results will not meet expectations
Many companies have a lot of lengthy processes, a lot of meetings, reports, applications, a lot of approvals, and a lot of inspections.
Finance, security, auditing, marketing, administration, personnel and other stamps, so that everyone's time is wasted in the cumbersome process, which will cause formalism.
I believe everyone will feel the same way, especially large enterprises, which are overwhelmed by various processes and procedures. In the end, everyone just went through the motions and put on a show.
If we want to deal with bureaucracy, we must put an end to formalism. Talk less and do more practical things.
The eyes of the masses are bright, and those fake big empty and painted cakes are not to be said. Leaders lead by example, down-to-earth, hard work, how do you do it, the following employees know it like a mirror.
If you want to avoid formalism, the most important thing is for leaders not to issue frequent decrees and whims, and at the same time dare to simplify the process, abolish the process that can be wanted, and delete the process that lacks enforceability.
If the process is lengthy or poorly executed, it is easy to fall into formalism, and subordinates have to come up with various ways to cope with the errand.
Therefore, enterprises need to regularly review the implementation of goals, summarize and optimize the process, delete the complicated, delete the unnecessary, and simplify the complex.
At the same time, it is important to pay attentionDon't remove the old formalism and add a new formalism
Final summary