管理定律

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成功的企业和管理者，往往都会掌握一套属于自己的管理方法，无论是在决策、沟通、激励，还是管人、用人、育人或者留人上。

这些管理方法，往往都蕴含着一些普遍原理和底层逻辑。

1

近几年有一个非常怪诞的现象，那就是一些只需本科甚至高中、初中生都能胜任的岗位，招聘时动辄要求硕士、博士学历。

一些企业管理者看来，我要招人，肯定是能招多优秀就招多优秀，人才才能干得好啊。

甚至有人在网络上大放厥词，大意是因为你招收的不是最顶尖的人才，所以你做不成500强企业。

日本的经营之神松下幸之助却在很多年前，提出了完全不同的观点。他认为企业运用人才的原则主要是合适，有时候雇用太优秀的人反而可能招致抱怨：“这么无聊的工作，一点乐趣也没有。”但如果公司聘用的不是这么自负优秀的人，他们就会常心存感谢，因满意自己担任的职务和工作环境而认真工作。

小材大用，大材小用，都不是理想的用人准则，惟有适才专用，才能使人的作用发挥到极致。

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Successful companies and managers often master a set of management methods of their own, whether in decision-making, communication, motivation, or in managing, employing, educating or retaining people.These management methods often contain some general principles and underlying logic.1In recent years, there has been a very strange phenomenon, that is, some positions that only require undergraduates or even high school and junior high school students are qualified, and they often require master's and doctoral degrees when recruiting.In the opinion of some enterprise managers, if I want to recruit people, I must recruit as many outstanding people as I can, and only talents can do well.Some people even make rhetoric on the Internet, to the effect that you cannot become a Fortune 500 company because you are not recruiting the top talents.Konosuke Matsushita, the god of management in Japan, put forward a completely different point of view many years ago. He believes that the principle of using talent is mainly suitable, and sometimes hiring too good people may lead to complaints: "This kind of boring work, there is no fun at all." But if companies do not hire such arrogant good people, they will I am always grateful and work hard because I am satisfied with my position and working environment.It is not ideal to use a small talent for a big purpose, or a large talent for a small use.

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下来出了不少风头。比赛结束后，大老板就和他说：“小伙子，球打得不错啊！工作上也要有这种敢于拼杀的劲头，好好加油干！”

朋友听完受宠若惊，很高兴自己给老板留下了一个好印象，在接下来的一年工作非常努力，也取得不错的成绩，很快就得到了晋升，超过了和他同期进公司的员工。

有效的激励会点燃员工的激情，促使他们产生超越自我和他人的欲望，并将潜在的巨大的内驱力释放出来。相信你也一定有过类似的经历：当自己的长辈、老师或者上级对你说“我觉得你很不错哦”或者“我对你很有信心”，心中就会产生一种兴奋感，并下定决心，好好干，不要辜负了人家的期望。

这就是我们常说的皮格马利翁效应。

适度地对他人寄予期望是一件好事，但我们也得注意，如果期望过度，超过他人的能力范围，就会起到反面效果。

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There was a lot of buzz down there. After the game, the big boss said to him, "Young man, you're playing well! You must have this kind of daring to fight at work, and work hard!"After listening to this, my friend was overwhelmed. He was very happy that he left a good impression on the boss. He worked very hard in the next year and achieved good results. He was quickly promoted and surpassed the employees who joined the company at the same time as him.Effective motivation will ignite the passion of employees, prompt them to develop the desire to surpass themselves and others, and release the potentially huge internal drive. I believe you must have had a similar experience: when your elders, teachers or superiors say to you "I think you are very good" or "I am very confident in you", there will be a sense of excitement in your heart, and you will make up your mind. Determined, work hard, and don't let down people's expectations.This is what we often call the Pygmalion effect.

It is a good thing to have moderate expectations of others, but we must also be aware that if expectations are too high and beyond the capabilities of others, it will have the opposite effect

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如果你到一个陌生的地方，会选择去人多的饭店吃饭，还是去没人的饭店呢？

很多人哪怕排队半小时、一小时，也不太会去一家看上去很冷清，没有什么人吃饭的餐厅。为什么呢？

通常我们会自动默认人多的那家一定是味道好、物有所值，哪怕我们没有吃过、对比过。也正是因此，慢慢地人多的饭店客人越来越多，老板的生意越做越大，而人少的那家，最后可能只好关门大吉。

贫者愈贫，富者愈富，赢家通吃的马太效应在现实中比比皆是：

国庆档一个爆款电影，就可能会吸走档期内几乎所有的排片；

一个投入巨大营销的商品，就可能会抢占大部分的市场；

......

有一句“残酷”的话正好可以用来解释这类现象，“凡是有的，还要给他；但凡没有的，连他所有的，也要夺走。”

弱者的资源是极其有限的，生存的最大武器就是不断整合自身资源，然后投入竞争。

If you go to an unfamiliar place, will you choose to eat at a restaurant with many people, or a restaurant with no people?Even if many people wait in line for half an hour or an hour, they are not very likely to go to a restaurant that looks deserted and has no people to eat. why?Usually we will automatically default that the one with more people must be delicious and worth the money, even if we have not tried it or compared it. It is precisely because of this that the hotel with many people gradually has more and more guests, and the boss's business is getting bigger and bigger, and the hotel with few people may have to close its doors in the end.The poor get poorer, the rich get richer, and the winner-takes-all Matthew effect abounds in reality:A blockbuster movie in the National Day file may suck up almost all the films in the schedule;A commodity that has invested heavily in marketing may seize most of the market;......There is a "cruel" phrase that can be used to explain this kind of phenomenon. "Whoever has it will be given to him; but whoever does not have it, even what he has will be taken away."The resources of the weak are extremely limited, and the biggest weapon for survival is to constantly integrate their own resources and then enter the competition.

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4

“一个和尚挑水喝，两个和尚抬水喝，三个和尚没水喝。”

和尚挑水喝的故事你我都听过，可为什么会出现这种情况呢？

只有一个和尚的时候，大家没有选择的余地，只有自己挑水喝。两个和尚的时候，能够均匀分配，就会抬水喝。可是当有三个和尚时，大家就会彼此推诿，认为凭什么我挑的水三个人分，最后谁也不愿意去。

假设每个人的能力都为1，但平时我们总觉得10个人的合作结果有时就会比10大得多，但现实里往往会比10还要小。因为人都有一种互相推诿的心理。

俗语说：单丝不成线，独木不成林。人力的简单相加并不会产生1+1>2的效果，没有合作，任何力量都是弱小的。

比尔·盖茨曾说：“团队合作是企业成功的保证，不重视团队合作的企业是无法取得成功的。”这也是华盛顿合作定律要告诉我们的。

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One monk carried water to drink, two monks carried water to drink, and three monks had no water to drink."You and I have all heard the story of monks fetching water to drink, but why does this happen?When there was only one monk, everyone had no choice but to carry water for themselves. When there are two monks, if they can distribute it evenly, they will lift water to drink. But when there are three monks, everyone will blame each other, thinking that why the water I picked up is divided among three people, and no one wants to go in the end.Suppose everyone's ability is 1, but we usually feel that the cooperation result of 10 people is sometimes much larger than 10, but in reality it is often smaller than 10. Because people have a mentality of blaming each other.As the saying goes: a single thread does not make a thread, and a single tree does not make a forest. The simple addition of manpower will not produce the effect of 1+1>2. Without cooperation, any power is weak.

Bill Gates once said: "Teamwork is the guarantee of business success. A business that does not value teamwork cannot be successful." This is what Washington's Law of Cooperation wants to tell us

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西南航空飞行员每月平均飞行70个小时，年薪10万美元；而美国其他航空公司，如联合航空的飞行员每月平均则飞行50个小时，年薪20万美元。

平均每人的工作量多，薪水又不比其他同业高的情况下，为什么西南航空仍能维持良好的服务品质，并且每年应聘的人还络绎不绝？

因为在西南航空，大家觉得工作“很快乐”。

据说西南航空不曾解雇过员工，对于员工基于好意而无心犯下的过失，通常也不会采取特别的惩罚措施；而新进入公司的员工，都要被训练成卡拉OK的高手。公司里有一本名录，标题为《我们多姿多彩的领导》，专门收录高层管理人员荒唐可笑的瞬间，展示了他们工作之余的多彩人生。

快乐是一个进入西南航空的通行证，西南航空轻松快乐的环境会更好地激发员工的工作热情，收到意想不到的效果。

只有真正俘获了员工心灵的企业，才能在竞争中无往而不胜，“以人为中心”的柔性管理更能让企业多点人情味，也有助于赢得员工对企业的认同感和忠诚度。

卓越的管理者始终牢牢把握着行业内竞争的演变，能把在过去处理错综复杂的事项时收获的智慧，应用到最新出现的竞争威胁中。这一切除了来源于经验的积累，更多地在于他们早已建立起通顺的思维系统

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Southwest Airlines pilots fly an average of 70 hours a month and earn an annual salary of $100,000; pilots at other U.S. airlines, such as United Airlines, fly an average of 50 hours a month and earn an annual salary of $200,000.With an average workload and a salary that is not higher than that of other peers, why is Southwest Airlines still able to maintain a good service quality, and there is an endless stream of applicants every year?Because at Southwest Airlines, people feel "happy" to work.It is said that Southwest Airlines has never fired an employee, and usually does not take special punitive measures for the wrongs committed by employees out of good intentions; and new employees who join the company are trained to be karaoke masters. There is a directory in the company, titled "Our Colorful Leaders," which is devoted to the ridiculous moments of top executives, showing their colorful lives outside of work.Happiness is a pass to enter Southwest Airlines. The relaxed and happy environment of Southwest Airlines will better stimulate the enthusiasm of employees and achieve unexpected results.Only a company that truly captures the hearts of its employees can be invincible in the competition. The "people-centered" flexible management can make the company more humane, and also help to win employees' recognition and loyalty to the company.Great managers have a firm grasp on the evolution of competition in their industry, applying the wisdom gained from dealing with the intricacies of the past to the latest competitive threats. In addition to the accumulation of experience, all this is more because they have already established a smooth thinking system

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一个企业的管理文化 是我们必须要不断奋斗的The management culture of an enterprise is something we must constantly strive for