Are there any good cases of human resource management?

What do you mean? What you said is not very clear, so I chose this one. Take a look.

Efficient managers can not only cooperate with their superiors and subordinates happily, but also strategize-"manage" their work partners outside their power jurisdiction and handle those subtle and imperceptible horizontal relationships.

Management may involve a large number of horizontal relationships. For many managers, their work performance depends not only on their superiors and subordinates, but also on others-managers don't have much formal control over these people, but if they don't handle their horizontal relationship well, they will get twice the result with half the effort or even fail completely.

Jerry's failure lesson

Jerry Cutler has worked in a company in Silicon Valley for many years and is a respected and well-paid technical expert. By chance, he found that one of the company's existing products could be skillfully improved, so that this product, which had no medical use, could be applied to related medical fields; The cost of this technology is only a fraction of the current treatment.

At first, the bosses appreciated his ideas and passion, and agreed that he would cooperate with engineers, marketers and production personnel for half the time in the next two months to develop a new product prototype and make a financial analysis of its economic feasibility.

Jerry devoted himself to the development of this project with enthusiasm that he had never had for many years. The initial market survey also shows that the market is profitable because there are no competitive products. But the good times didn't last long, and soon he was in trouble. A person in charge of the engineering department called him and said that the engineers involved in this research project spent "too much time" on it. He was told that this person "has other important work and time is tight, so it is a pity that he can't continue to participate in the research". Jerry complained to his boss, who accused him of spending too much time on this project and delaying other work.

Three days later, another disastrous event happened. At 4 o'clock in the afternoon, Jerry's boss informed him that someone in the marketing department had re-analyzed the market potential according to the latest sales data, and the latest predicted market size was only 1/5 originally expected. According to this latest situation, the boss asked him to stop studying.

Jerry is angry. After investing so much time and energy, he has rationally realized that this project is very important and cannot give up emotionally. At 4: 45 pm, he resigned and went home.

Two months later, a friend who was engaged in program development in Jerry's original company revealed a news circulating inside the company: three weeks before Jerry's project was stopped, a sales department supervisor learned about the project. It is said that the director doesn't like this idea very much, mainly because selling this kind of equipment requires familiarity with the procurement process of hospitals and medical equipment, which is the weakness of the sales department. So he asked one of his subordinates to concoct some very pessimistic market prospect data and report it to the head of the marketing department. And this person in charge is his good friend.

After learning such things, naive people are usually angry with those narrow-minded, short-sighted and selfish people around the protagonist of the incident. They regard people like Jerry as heroes and victims. Cynics will regard Jerry as a fool, because in their eyes, people are always self-centered, and Jerry who initiated this project is really a fool.

In fact, people like Jerry are neither fools nor heroes. They have innovative technology, but lack social experience. The lack of this aspect will often get them into trouble.

Jerry's job is characterized by mainly relying on himself, rarely contacting people from other departments, and basically doing it by himself. However, the project he introduced required many important horizontal dependencies, which he could not complete by himself. He must rely on the help of engineers, marketers, production personnel and financial personnel, and Jerry has no formal leadership over these people. In addition, he also needs the assistance of other senior managers who can cause the project to die.

In this case, it is very important for you to have an understanding of the relationships in your work and take the initiative to handle these relationships. Jerry didn't do it. Instead, he devoted his time and energy to the development of new product prototypes, which he thought was "what he should do".

Jurisdiction over relations beyond one's power.

In this case, what we really need to do is to lead the work, including:

Discover subtle horizontal relationships

If there are complex horizontal relationships in a job, in order to achieve efficient leadership, we must first be able to keenly perceive what these relationships are. At first glance, it seems easy, but it is not. For various reasons, the horizontal relationship is often difficult to detect. Different from the superior-subordinate relationship, various horizontal relationships are rarely indicated in the organization chart or job description. In addition, compared with all kinds of relations within the scope of power control, horizontal relations are more unstable and changeable.

Efficient managers can not only cooperate with their superiors and subordinates happily, but also strategize-"manage" their work partners outside their power jurisdiction and handle those subtle and imperceptible horizontal relationships.

To solve this problem, we need to constantly observe what kind of cooperation relationship we may need in the future, and then we need the cooperation of work progress, the tasks we need to complete, who needs to accomplish these tasks effectively and responsibly, and who will take measures to counter them? Have a keen sense of attitude, etc. Because it is impossible for a person to have a comprehensive and accurate prediction of the future situation, you should be very careful when solving these horizontal relationships, and don't inadvertently offend people you may want to cooperate with in the future.

Now, there are really too few people who have this keen feeling. Jerry lacks this sensitivity. Young people often don't pay attention to these things, so they often get into trouble.

Analyze the horizontal relationship

Once the relevant horizontal relationship is accurately found out, the leader's second step is to find out who is likely to arrive. Cooperation, what are the reasons and the arrival? To what extent. This is the core of horizontal relationship management.

In order to illustrate this problem and its root, I often use the case of electronic products department of Corning Glass Company in my teaching. This department is one of Corning's nine departments, mainly providing passive electronic equipment for several markets. /kloc-in the summer of 0/968, all departments of the branch were involved in an infighting, and people blamed each other. For example, the production department thinks that the sales department only cares about the sales volume and does not hesitate to "accommodate the sellers at the expense of the factory". The sales department thinks that the production department is "conservative and unwilling to take risks" and ignores the customer's service requirements. ...

In this case, the key to effective leadership is to find out how the differences between people lead to internal conflicts and what important formal and informal factors lead to these differences. First of all, it is necessary to realize that the differences between departments of the division are caused by their organizational structure. When employees are only required to complete sales (or output, or other indicators), they will naturally pay more attention to the requirements and problems related to this indicator and less attention to the problems related to other indicators. Secondly, the formal assessment and incentive system sets different goals for each department. The evaluation index of sales department is sales volume, the index of production department is gross profit (factory is profit center), and the index of marketing department is market growth and profit rate. Thirdly, the professional selection and promotion system makes the characteristics of employees in various departments very different from other departments.

Finally, the top management of Corning Company spent three years, making every effort to slightly alleviate this complicated problem. And this tragedy caused by human factors could have been avoided.

Establish a good horizontal relationship

After being keenly aware of which horizontal relationships may cause problems, the next step for efficient leaders is to choose and implement strategies that can overcome these problems.

The most commonly used strategy of managers, professionals and technical experts in this regard is to establish relationships, that is, to establish personal relationships with relevant parties, and then use this relationship to communicate, educate or negotiate to reduce or overcome most of the resistance.

There are many ways to establish and maintain a good working relationship. The most common way is to put yourself in the other person's shoes and meet some wishes and requirements of the other person. When you do this for a period of time, the other party will naturally begin to trust you, listen to your opinions and suggestions more carefully, and usually be willing to meet your requirements in return. This is Jerry's problem mentioned above. If he had good contact with the relevant personnel in the engineering department, production department, marketing department and finance department and established a good working relationship with them, he could have succeeded in the new product research and development project.

How to deal with stubborn resistance?

Good interpersonal relationships and effective communication can help people overcome most obstacles in horizontal relationships? Behavior, but not all. In some work, the horizontal relationship structure may lead one party to take tough or even stubborn measures against the other. Attitude. In this case, we sometimes need to adopt more complicated or powerful methods, although this method has certain risks.

Let's take the work of the product manager of General Mill Company or General Food Company as an example to illustrate. The product manager is mainly responsible for the income and income of a certain product series. This arrangement of responsibilities makes the product manager have to rely on employees engaged in product manufacturing, advertising planning, sales and delivery. These employees are often thousands, but none of them can be directly managed by him. On the contrary, these employees belong to different departments and even different companies. For example, product manufacturers belong to large-scale production enterprises, while sales personnel belong to independent sales companies, and product managers have no formal command over them.

Once, a product manager met with strong resistance from the production manager. . According to the normal procedure of the company, all new product plans must be "signed" by many people (including relevant production managers). The product manager has a new product plan that he is very proud of. Everyone except the production manager has signed it. The fundamental problem is that the production manager once stayed in another factory and had great trouble producing similar products, so when such a plan was put forward, he almost instinctively opposed it.

To dispel their emotional resistance to the plan? The product manager first invited the representative of the company's largest customer and called the production manager. He casually said that he had heard a rumor about the new product plan and said, "I hope to meet these guys who want to engage in new products as usual." Then, before a meeting, the product manager arranged two industrial engineers to stand near the production manager and talk about how good the test results of the new product were. After that, he held another meeting about new products. He only invited people that the production manager liked (or respected) and those who agreed with the new products to attend the meeting. The day after the meeting, he went to the production manager to sign the new product plan, and he actually signed it!