Case 1: Modesty after Saving
In a hospital with 700 beds, the parking lot specially designed for patients is often crowded, which leads to the decrease of patients and affects the efficiency of the hospital. Before going on holiday, Charles, assistant dean, asked Murray, who just got an MBA, to investigate this problem and put forward a solution, explaining that he had suggested to the hospital board that he should consider investing10 million dollars to build a new parking lot.
Murray was very excited after accepting the job, which was his chance to show his talents. After a week's investigation, Murray found that it was not that the patient-only parking lot was not enough, but that the hospital staff wanted to occupy the patient parking lot in violation of regulations. Hospitals don't need to invest in new parking lots at all, just need to strengthen the parking regulations for employees. Because Charles hasn't come back yet, Murray reported directly to the senior management of the hospital and was praised at a large meeting.
In order to solve the problem of illegal parking of employees, Murray also directly led the senior staff of the hospital to "catch" illegal employees in the patient parking lot every day, which lasted only two days. In the parking lot specially prepared for patients in front of the hospital, there are nearly half empty parking spaces during peak hours.
However, when Charles came back, he was very unhappy and embarrassed. Although Murray's department leaders apologized to Charles together with Murray, Murray felt great pressure and admitted that he had been taught a deep lesson. He resigned soon.
1. It is extremely unlikely that Murray can find the problem and solve it because of him.
A, the management knowledge learned b, a high degree of work enthusiasm c, the working method of applying what you have learned.
D, the basic quality of managers
Murray apologized to Charles because of him.
A, ruined an investment project B, let the parking regulations of the hospital be carried out to the letter.
B, leapfrog report D, which makes the solution of the problem complicated.
3. Murray resigned most likely because.
A, work ability is not enough. B, the interpersonal relationship in the hospital is complicated. C, it's useless.
D, there is something wrong with hospital personnel management.
4, the case shows that the relationship between management content and management effect is
A, the effect depends on the content b, the effect does not depend on the content but on the way and method.
C. The actual content of management work is much simpler than that in books. D, to learn the content, pay attention to the method to have a good effect.
5. What should Murray pay attention to in the future?
A, leading artworks B, conceptual skills C, interpersonal skills D, technical skills
Case 2:
Sun, the owner of Bailong mineral spring pot, who was once all-powerful in China, pointed out in a criticism of his subordinates: "The real manager's duty should be to study policies and establish systems, but you spend a lot of energy talking about customers and banquets. You should be demoted. This is not to say that you are lazy. It is because you enjoy high-level treatment but do grass-roots work, and you are not sure what managers should do. The reason why I have time to write a book now is because I have done a lot of institutional research almost as much as I feel. At the same time, I can look at you with a clear head and relax time in order to tell you what you did wrong. Imagine if I talk about customers all day and feel very tired, how can I supervise and evaluate your work? Model workers are by no means successful managers. "
In fact, "doing it yourself" and "setting an example" are two different things. The Manager should not be a typical case of "desperate Saburo". In Romance of the Three Kingdoms, Zhuge Liang is extremely clever. But why did Sima Yi, who left Qishan in vain and lost his life for five years, have the last laugh? Sima Yi grasped the true meaning of management: what managers need most is not to strive for it by themselves, but to establish an orderly and effective system to make it run smoothly. Even the sergeant's kitchen pit has to ask how Zhuge Liang dug it, which has dragged himself down and delayed his career. After his death, the Shu army suddenly found that it could not even do the most basic work, because it had never had a chance to be a prime minister before. Without a system, it will do more harm to yourself.
Therefore, Sun believes: "The more the upper class knows what they should do, the more important it is. I think if a boss who loves his career can relax himself or even do nothing, then this career is very promising. "
After the failure of the mineral spring pot project, Sun is now in charge of more than a dozen subordinate enterprises, and has invested and established the largest plastic steel enterprise in Asia in Qingdao, which is far ahead in the domestic plastic steel industry. How does he manage so many enterprises now?
"The management of an enterprise depends on * * * first, on * * * second, and on * * third: this leader should have ideals and ethics. After I have carefully reviewed myself as a person, I feel that besides knowing professionalism, experience and management skills, the general manager should also have a very important one: a good personality.
After the selection, if he is qualified for this position after examination, the heron policy will be implemented. You can't let him not eat fish, eat or fish. You can't feed him, and he won't catch it. You should give him an appropriate commission from the profits he creates, but excessive wages will lead to short-term behavior. Blum's salary is not very high, but there is no brain drain at present because people's needs are not only material, but also spiritual. Self-realization and familiar and handy working environment will also attract talents.
There should be a system between you and him. When I set up Qingdao Blum, I gave it a highly separated system of ownership and management rights: from Blum's current enterprises, no one soldier was deployed, and the relationship between the two sides was reflected through the target management system. The board of directors formulates annual tasks and defines the responsibilities and objectives of the general manager in quantitative form. Especially in the stage of sustainable development, the goal is actually:' only ask the results, not the process'. I said to the general manager of Qingdao Blum,' I only care about you', and the general manager only cares about the vice president and key departments.