In Mr. Zhou's class, he talked about a case when he talked about communication, this case was adapted from the actual facts, and I personally felt that this case was very Chinese characteristics in this period, so I specially thought about it and discussed it and shared it with you:
Case in point: Strike incident.
In late June 1995, the production and sales situation of S company was very good, and it was about to complete 60% of the annual plan, and orders continued to fly. The general manager was thinking about the company's plan for in-depth reform, and suddenly the pony in the manager's office ran in in a panic and shouted: Oh no, a workshop is on strike.
S company is a state-owned enterprise of 3,000 people, the competition has become more and more fierce recently, because the production cost of the enterprise is too high, the product has no competitive advantage, so the company decided to tap the potential, starting with the adjustment of the production quota. After investigation and research, the project team determined a new shift production quota, and estimated that the shift output of each workshop would increase by 8%-10%, and after discussion, it was decided to pilot it in a workshop. The general manager specially convened a meeting of middle-level cadres to explain the necessity and importance of adjustment, and announced that the pilot project in a workshop, the general manager also talked to Fu Wei, the director of a workshop, and explained that the pilot can only succeed and not fail.
After Fu Wei returned to the workshop, after repeated thinking, he decided to start the trial next month, and notified the statistician to assess the class production according to the new class production quota, and wrote the notice on the workshop bulletin board, and the notice is as follows: The company decided that my workshop will implement a new class production quota from next month, and I hope that each team will implement the assessment according to this quota.
On the first day of the notice, the workers were all talking, and they were calculating their monthly income, and found that it had generally dropped by more than 5%, so they approached the statistician, who said: "This is the company's decision, and besides, your original quota is too low, why don't you say that you take so much more money?" Looking for the director again, the director said: "This is the company's decision, don't talk about you, even I can't disobey, the general manager said, if you can't implement it, I will be dismissed, and you are the same, whoever doesn't implement it, don't come to work tomorrow." The workers went away in a rage.
The next day, I don't know who said: I quit. As a result, many workers responded, and those who were working were also forced to shut down the equipment, and the whole workshop was boiling, and some people even collectively proposed to go to the general manager.
Mistakes appear in **? What would you do if you were a workshop director? You are the general manager, what should you do?
The case study originally had specific procedures and steps to be carried out rigorously, because of personal laziness, and the time was very tight, it was really too lazy to turn over the information, and the analysis here was some personal thoughts, and it was inevitable that there would be mistakes and omissions:
Question 1: Mistakes appear in **?
I think this is a mistake in vertical communication.
1.Errors in the way of communication. The workshop director only announced the pilot content in the form of a one-line notice. Management conveys information to the middle management, and the middle management is too hasty in the process of conveying it downwards. From the point of view of expression, the notice is an effective way to convey information, but the issue of reform is directly related to the interests of employees, so it should be carried out with caution. While conveying information effectively, attention should be paid to the exchange of thoughts and feelings. The pilot work is like child's play and ready to be implemented without even coming up with a basic plan.
2.Mistiming of communication. The company is in a situation of "good sales and flying orders", how to combine this fact, and when to implement the reform is debatable.
3.The content conveyed is incomplete. The workshop director should communicate both upwards and downwards. As can be seen from the case, the workshop director did not do enough in these two aspects, especially the downward communication. The external competition of the enterprise and the demonstration information of the project team, such as "the new shift production quota, it is estimated that the output of each workshop will increase by 8%-10%" and other important information have not been conveyed in place. As a result, the grassroots cannot accurately understand the importance and urgency of reform.
Question 2: What would you do if you were a workshop director (how to promote reform)?
1.Calculate the new class production quota plan to see if it reduces the income of grassroots employees. If the employee's income increases, a specific pilot program is developed. (At this point, there is less resistance and it is relatively easy to implement.) If it does result in a decrease in the employee's income, then communicate with the general manager in-depth and apply for the policy. Worst-case scenario: If you fail to apply for the policy and the general manager requests enforcement, follow these steps.
2.Hold a team meeting to fully convey the spirit of the company's reform. Organize group discussions to determine the various problems that will be faced after the implementation of the reform.
3.Ask the team to organize a discussion and collect employee opinions.
4.Organize opinions and communicate with the general manager about the application policy again. And according to the opinions, determine the key figures, and do the ideological work of the key people.
5.Announced that the employees in the workshop will advance and retreat together, and reduce the same proportion of income. Enforce reforms.
Issue. 3. What should you do if you are a general manager (how to deal with a strike)?
The first instinct of the individual is to ensure the resumption of production as soon as possible. Specific method design: go to the site to stabilize the mood of employees and resume production as soon as possible.
First of all, the director of the workshop was criticized in public for handling things improperly, and secondly, it was announced that the leadership of the reform pilot workshop company would discuss the corresponding policies to ensure everyone's income. Third, it is explained that reform can increase everyone's income, enhance the competitiveness of enterprises, and ensure the long-term interests of enterprises.
Also, discuss in class that there are several goals to be achieved (one of which I forgot):
1.Resume production as soon as possible. 2.Continue to implement reforms. 3.Minimize the impact. (I foolishly think that the person who put forward this article is very qualified as a leader of state-owned enterprises - you have to carry it in advance so as not to lose the black yarn hat if the impact is great).
There are two examples of similar things actually happening
One is that the general manager immediately removed the workshop director and replaced him. Will lead the ** strike of several "thorns" to deal with. The matter was processed within an hour and production resumed. I am ashamed of myself for such coercive measures!!
The second is management: managers, secretaries, and section chiefs. Wait for all to go into battle, and want to do the ideological work of the employees. It took two or three months to resume production. The superior issued an order, the manager secretary lost his black yarn hat, and the workshop director and secretary who went on strike became the general manager and party secretary. We laughed about whether these two people were playing "rebellion"...
Although the case does not describe the details of the macro and micro environment of the enterprise clearly, the case discussion is undoubtedly beneficial to us to learn from the management experience indirectly. There is often no right answer to the case of management, after all, management has two natures: it is both a science and an art. Therefore, the idea of solving the problem is the key, and the exchange and communication of information, thoughts and emotions with colleagues during the discussion is even more meaningful!