System: The "Circle" Of The Workplace And The Communication With The Workplace.

Some people think that Jack Welch's most successful place is that he established informal communication corporate culture in GE company. Jack Welch stressed that "only by communicating smoothly can enterprises succeed." Welch's advocacy of "smooth communication" is a good way to cure "trap".

"We study GE company, all employees through a sound communication channel, easy to form a common value system." In Liu Yan's analysis, there are many factions in the real cases, and the process is out of order. If there are too many differences in management objectives, management styles and management methods between managers, it is inevitable to make differences. If we want to achieve sustainable and healthy development of the company, we must clarify individual responsibilities in the process design of personnel management, and two, we must unimpede communication channels. This is just like Welch's hope: people should be courageous enough to express their objections, present all factual aspects and respect different views. Welch said: "this is the lowest cost and best way to resolve contradictions."

Wang Huiyao also agrees with this view. He thought enterprise A clear division of rights and responsibilities, especially between vice presidents, should be made clear in black and white, to clarify their respective management powers and responsibilities, minimize cross, and strengthen the examination and control of audit. For the middle and top management group below the deputy general level, the system of job rotation should be designed to foster mutual understanding and cooperation spirit.

Of Rotation system Nowadays, many large enterprises such as Motorola have established practice. Liu Yan's company also stipulated three years' rotation, and every time the rotation rate must exceed 70%, thus breaking the barriers and boundaries of horizontal cooperation of the Department, as well as helping everyone to empathy, understand the difficulties of others, and dismantle the small circle of interests.

Of course, keep it under control. Small circle In addition to these hard strategies, soft thinking is also necessary. Liu Fuyuan and other experts pointed out that the origin of small circles is homogenization, such as similar experience, education, age, similar background, values, from the same place, and so on, which is the foundation of the existence and development of "circle culture". These enable employees to achieve consistency faster under pressure or interests. Therefore, maintaining staff diversity and differentiation is one of the ways that can not be ignored.

Moreover, when the interests of small circles are basically the same as those of enterprises, for example, for a project, the most concern of enterprises is the profit situation, while the members of small circles may pay more attention to the income and sense of achievement that the project brings to individuals. Under such circumstances, the management and control of enterprises by managers is not only a means but also an art.