"Management is a very vague term! Some people even think that it is not worthy of being a science. It is nothing more than shouting and commanding, you go and close the door, you go and pour the water, right?!"

"Ha ha ha ha..."

"However, we found that even if it is as simple as 'asking you to open the door', for work, opening the door is an action and a job. If we look at it this way. So, who are you managing? Open the door.

The person? Or the door being opened?”

"Of course it's a human being, Dr. Ghoshal!"

Some students shouted from their seats...

"Okay! Since the object of management is people, then an inescapable topic comes up, ethics! Now, welcome to the management ethics class. This class will be taught by me instead of Professor Bartlett.

..."

Amidst the applause, Carter lowered his hands after applauding calmly.

It is not uncommon in universities for doctoral students brought by professors to teach undergraduates. Carter did not regret not being able to meet Professor Bartlett in person.

After all, the thoughts described by the disciples led by the mentor often have a strong overlap with the mentor's own thoughts. What's more, the Indian on the podium in front of me...

The background is not small!

"This is your first time taking management ethics, but I think most students should be familiar with me. When we took the corporate policy class before, we met often... hahaha, so many people should know that I

I previously received a doctorate in philosophy from the MIT Sloan School of Management, so let me start with Mr. Alfred Sloan in today’s class.”

"Studying management, everyone should be familiar with him, right?"

Of course not unfamiliar...

A classic leader of the generation of General Motors, Sloan is no less important to General Motors than Welch is to General Electric. Speaking of which, these two management tycoons are actually from General Motors...

Come to think of it, there's still a little more...

While other students were actively responding to the class, Carter was also mentally silently thinking along with the Indian's class rhythm.

"Okay, everyone is right! His excellent communication skills, forward-looking vision, and open-mindedness in understanding people and responsibilities. Even the old-school, so-called veteran CEOs of that era were enthusiastic about the company. His success will make him on the verge of destruction.

General Motors brought it back on track and has even become an important factor in today's American auto industry giant."

"But we will not discuss this today. We will only talk about his thoughts from the perspective of management philosophy."

"Mr. Sloan's management philosophy has strong similarities and origins with Ford Motor Company. When Mr. Sloan became president of General Motors in 1923, he implemented Ford Motor Company's management philosophy, that is, the idea of ​​mass production. For large-scale enterprises

Management should be regarded as an application of standardized technology, and the role of management comes from designing a system that minimizes the impact of human work efficiency on production as much as possible!"

"We all know that Ford created the most well-known assembly line production. In Ford's philosophy, both production management and business management should be like an assembly line. Complex overall tasks should be divided into as simple as possible,

There are several small tasks that everyone can do. In this way, there will be more people to perform these small tasks. After all, the lower the threshold of ability, the easier it is to find people..."

"As a manager, what do you need? To ensure the completion progress of these small tasks and the coordination and integration between various sub-tasks. This also involves a process of information collation, as well as the coordination between various sub-task production units.

Control issues..."

"Here, Mr. Sloan is undoubtedly a good successor to Ford's ideas. He not only inherited this idea, but even further developed it. As described in The Economist, Mr. Sloan believed that high-level executives

Managers have three clearly defined jobs: determining the company's strategy, designing the company's structure, and selecting the company's information and control systems."

"I think someone has discovered the problem...Both he and Ford are trying their best to avoid mentioning one thing: people!"

people...

Carter chewed on these two words silently, but continued to hear them.

"First of all, I need to make a point. There is no absolute right or wrong in any management philosophy. In the era of mechanical production, they were successful, which means that they ignored human factors and tried their best to manage.

There is definitely something to be said for the rational behavior, and it can even be said to be correct."

"But we should also pay attention to the environment we are in now. Man, this is not the 1920s and 30s, not even the 1950s and 1960s, let alone the last century!"

"Our social productivity, and even the world's, has improved by leaps and bounds. Cars? Every household has them. It is meaningless to build more cars faster and better. People do not lack cars. But what they lack is, a

Maybe the customer experience is better, or maybe driving a safer car. Due to changes in customer needs, mechanical production is also in a transition period to innovative production."

"Our market requires our manufacturers to innovate. Only if they have better products will they buy it. Just like in the past two years, the market share of Japanese cars in the United States has been increasing... And what about innovation?

How can it be separated from the human element?"

"So, the core of management ethics is to ask you to strike a balance between scientific rationality and human sensibility. People have seven emotions and six desires. A person who may have been very motivated and efficient the day before will be raped by a woman at night.

My friend dumped me and I was depressed and unproductive the next day..."

"From the perspective of management science, we need to try our best to avoid efficiency fluctuations caused by personal problems, which will affect the progress of the overall project. But in terms of pursuing innovation, we need managers to pay attention to the state of mind of each employee.

They need to be given a 'personal space' so that they can express their emotions, think, and imagine..."

"To use the summary of Professor Bartlett and I to illustrate our concept: the new generation of managers should be the cultivators of employees!"

"We need to respect their personal ideas, but we also need to guide their personal ideas to ensure that their efficiency fluctuates within the range we expect. This has implications for project design, management structure design, and performance standard design.

A new test..."

After the conceptual part is finished, the remaining content enters the subdivision areas.

From the top-down organizational structure of traditional enterprises to the construction of departments divided by functions. Through comparative research and split research on a large number of enterprise data, it is concluded that the sum of the output of functional departments is often greater than the sum of the overall output.

Conclusion. Discuss the causes and explore possible directions for improvement...

Or, is it better to design a system that controls human nature, or is it better to create an environment where employees can communicate freely, express their ideas, and discuss. And, how to do it, etc...

Classes in colleges and universities tend to be more open, and professors will not give you a definite answer. Everyone has their own different thoughts on all questions...

For Carter, he did not gain much from just sitting in on one class. For this Goshal, he could not make an arbitrary judgment on whether Bartlett was suitable for him.

However, Carter is clear that the ideas of these two people are indeed more popular among outstanding companies in the future!

Everyone, please go and try it soon.]

Let’s take Microsoft as an example. Carter heard an interesting anecdote: In an environment where 996, a large Internet company, was prevalent, some people said that working at Microsoft was easy. Then a Microsoft employee personally came out to refute the rumor, saying:

"Easy? It's more relaxing than you can imagine!"

Whether it is a flexible employment system or a relatively open work environment, it is okay to argue directly with the boss over work...

Or some kind of fist...

Putting aside whether it suits him right now, Carter has to admit that the philosophy of these two people is indeed a philosophy that many outstanding companies will pursue in the future!
Chapter completed!