When I started a new business, I had two paths. Sometimes there is a flash of inspiration, "this is the cause", find the cause first; Sometimes it's to find people first, and then open up your career, no matter which way, people are the most critical. —Kazuo Inamori Kazuku.
It is established between managers and employeesLabor-management relations with "full participation in management".
This is often the case in many small and medium-sized enterprises (SMEs) where there is a gap between management and employees, and labor disputes erupt within the company as the superior organization of the union intervenes.
In the early days of Kyocera's founding, I was on the front line of business management when I encountered a wave of "trade union activities," and there were "professional" trade union movements that infiltrated small and medium-sized enterprises and expanded their organization by attracting and absorbing trade union members from each company, so that the trade unions of each company would obey their command.
In enterprises without trade unions, they will incite the workers to "exploit and exploit you by the bosses of your company, and enjoy the wealth for themselves", thus "driving the ducks to the shelves" to urge the workers to form unions.
management argues that "employees don't understand what we're facing"; Employees, on the other hand, do not consider the position of the management at all, and blindly demand "higher wages and better treatment". Under such antagonism and stalemate, the two sides could not negotiate with their hearts and minds, and a labor dispute arose.
This kind of thing happens all the time in our society.
But in my opinion,Labor-management relations are not inherently antagonistic, and employees can develop a sense of ownership through a "joint management" approach.
The reason why some entrepreneurs are unable to create a sense of solidarity between management and employees is that the positions of the two sides are very different, and they lose the willingness to understand each other.
I believe that if employees and entrepreneurs can think about business activities from the same perspective, we will be able to go beyond traditional labor-management relations.
To this end, it is necessary for all employees to have the spirit of ownership of "making suggestions for the management of the enterprise". In other words, if each employee can see himself or herself as "a member of the company's business activities," then there will be no labor disputes at all.
That's why I can't stress enough the importance of "well-known goals and thorough implementation." When I have a problem or a problem, I tell my staff so that they understand my situation.
I have been doing this for decades.
I believe that it is precisely because of this "full participation" approach that Kyocera has been able to maintain a harmonious and satisfying labor relationship.
2. As long as employees work hard, then they mustLove them, educate and nurture themIncrease cadres like them
To unite the strength of the company, it is necessary to have like-minded cadres. Among the dozens of cadres, as long as there is only one person who really masters philosophy, it may be considered good.
I understand the president's thoughts, and I will follow the president! "I said this, but I didn't understand it in my heart.
Such people are in the majority. Even comrades-in-arms who have been together for 10 or 20 years are still not very likely to truly understand.
Several executives who have worked with me since the beginning of Kyocera's founding have traveled with me, and it is a private tour.
In the past, although I had a relationship with them as president and subordinates, they were only three or four years younger than me in terms of age. Traveling with them made me understand something again.
Originally, I thought that the people who have worked with me for decades and who are closest to me are very clear and understand my philosophy and my views. But in reality, this is not the case.
When we were traveling together, I said to an old cadre: "You have had a rash mistake since that time, and it has not changed to this day. Indeed, you have a cheerful personality, which agrees with me. But because of the lack of prudence, there is danger in doing business. I'm worried about this, so I don't dare to entrust you with big things. ”
Because I often get angry with him at work, he also has some dissatisfaction in his heart.
Mr. Inamori, you have been very strict since you were young, and you have always been angry with me. But what does it matter if you fail a little bit in life? It is precisely because of failure that life is interesting and happy. ”
For you personally, not caring about failure seems easy and fun. But for the head of a company with thousands of employees, it is not permissible to fail and bankrupt the company because of the so-called 'courage' in sumo. Things that do not seem so interesting or happy to you must be dealt with with the utmost seriousness. Because since you were young, you thought that it didn't matter if you were a little 'brave', but life was interesting. Because you are such a person, you dare not do things with great responsibilities that you dare not do. ”
When I said this, he was amazed: "Alas! Is that so? ”
I repeatedly expounded my philosophy to the cadres that I do things according to this outlook on life. Even if they do so, there are still very few cadres who can reach the same level of thinking as themselves.
Therefore, even if the management philosophy of the executives is not at such a high level, as long as they say, "The president's idea is awesome, I agree with it, I like it, and I am willing to follow the president!" ”
As long as they work hard, then we must cherish them, educate and train them, and increase the number of cadres like them. Other than that, there is no other solution.
3. Cultivate the awareness of operators, and leaders should put itFunding projects are subdivided, and talents are cultivated through work
In the accounting and management of amoeba management, it is necessary to list the expenses relative to sales in detail, and calculate the added value per unit of time, or profit, from the difference between the two.
It's such a system. For example, in the wedding industry, the sales of goods sold (i.e., weddings) and the sales of wedding dresses rented should be listed one by one.
However, because it is difficult to calculate the electricity bill and the ** fee, the method of apportionment is adopted. That's the problem. This cannot be called amoeba management, this is a "rice bowl-style general account".
The first is the sales, and then the funding items for this sales, which must be broken down.
Rather than dividing the accounts according to the ordinary income statement, it is necessary to divide it in more detail, so that those who actually operate the branch can see the real state of the business.
For this reason, even if it is the apportionment of public funds, whether it should be apportioned according to the number of people or according to the office area, it is necessary to carefully study and try to adopt a method that suits the actual situation.
For example, how much is used by various departments, and it is necessary to find a way to figure it out. The subdivision of funding items is the most important point of amoeba management.
Also, for example, if you hold a wedding in a hotel, if you have sales, you will have income. How much this cost, how much that cost, the funds will come out.
If you find out how much it costs to hold a wedding on which day and time of the month, then each wedding can be accounted for separately. If you look at the detailed figures, you can hold those responsible accountable.
Why did you spend so much money on this one? ”
No, I didn't do it, I did it with Mr. Toa. ”
So I called Mr. A. "Why is it so expensive? ”
Indeed, the expenses exceeded the budget. ”
At this time, it is necessary to take the trouble to conduct a rigorous education. At the same time, it is necessary to make it clear which problem cannot be accounted for and therefore loses money, whether it is the leader or the person in charge.
The so-called education is "training in actual combat." 4. The key to successfully expanding a new business is:Discover talent,And it's just by one key person
Kyocera has diversified and engaged in a variety of businesses, each of which relies on a single person. I have two paths when I start a new business.
Sometimes there is a flash of inspiration, "this is the cause", find the cause first; Sometimes it's to find people first, and then open up your career, no matter which way, people are the most critical.
Even if you want to engage in a certain career, there are very few people who have the ability right away, and there is only one in 10,000 people. So, even if you have an idea, you can't do it if you can't find someone.
If you don't have talent but you are reluctant to get on the horse, you will definitely suffer a fiasco.
To find someone from your own subordinates who is really promising in this area, you really just need to find one person. All that's left is to give the business to that person.
The key to a successful new business is to identify talent.
However, there are two kinds of people who are expected and entrusted with important tasks by managers: one is those who are very successful in manufacturing products in the early stage, but lack battery life and are difficult to sustain; The other is a person who can't start well, but has strong follow-up ability.
Either way, talent is still the most critical factor.
I found out that "this guy is very good, let him take care of something", so I promoted him to head of the division, and it was a success – there are many such success stories.
At the same time, when you meet someone outside the company who you think is excellent, "Do you want to come to our company?" I'll give you the job", and then entrusted the work to this person, and it was a success – there have been examples of this.
Capable people do have a role to play. Although it is difficult to find talent, it is a very important requirement for managers.