The new concept of modern management believes that shopping malls are ecosystems, not battlefields. Business is constituted by the interdependence of the ecological chain of the market. It is the interdependence of “you live and you live, you die and you die”. With the increasingly obvious global economic integration, countries, enterprises, and various corporate departments are all links in the ecosystem, interacting and interdependent.
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1. The mall is an ecosystem, not a battlefield.
The traditional view is that shopping malls are battlefields. Business is a series of conflicts between companies competing for the market, various departments within the company, customers, and merchants. It is a “life and death” competition.
The new concept of modern management believes that shopping malls are ecosystems, not battlefields. Business is constituted by the interdependence of the ecological chain of the market. It is the interdependence of “you live and you live, you die and you die”. With the increasingly obvious global economic integration, countries, enterprises, and various corporate departments are all links in the ecosystem, interacting and interdependent.
2. Management is service, not control.
The traditional view is that management is control. It is about controlling the employees’ every move and urging them to act according to the wishes of the manager. The manager tells him to go east, but he does not go west.
The new concept of modern management believes that management is service, not control. The job of management is to point out the direction and provide employees with the resources needed to complete their work. Decisions are made by the “lowest level” of the company, and employees have their own regulations and directions, so that everyone feels that they are pivotal and have an impact on the company’s profit and loss, so that they can be more motivated. Let them directly and deeply feel the “pulse” of the company, which in turn makes the entire company more sensitive to the market.
3. Employees are peers, not children.
The traditional view is that employees are like children. The employees are too immature. If they are not strictly controlled, they will steal the company’s property.
The new concept of modern management believes that employees are peers, not children. Every employee hired seems to be the most important person in the company. A talented person is one who can do his best.
4. The company is a community, not a machine.
The traditional view is that companies are machines. The company is a mechanism in which employees are gears lacking individuality, and as parts, everyone can replace it.
The new modern management concept believes that a company is a community, not a machine. The company is a collection of individuals who have hopes and dreams. It is a place where like-minded people gather. Individual hopes and dreams are closely related to the company’s ambitious goals. Employees are no longer like parts of a large machine, but rather a dynamic cell body in the enterprise. Instead of passively adapting to the operation of equipment, workers on the assembly line are more inclined to have an autonomous working environment and are unwilling to be constrained by things.
5. Motivation depends on vision, not fear.
The traditional belief is that motivation depends on employees’ fear. Managers motivate employees by firing, taunting, and removing privileges.
The new modern management concept believes that motivation depends on vision, not fear. Employees work hard, no coercion, no intimidation. They have clear goals, have firm confidence in the goals of the company, and truly like everything they do. If they know that once they achieve their goals, they will have a huge return, and they know that they have a share of the harvest, then they will devote themselves to their work with great enthusiasm, selflessness and humor.
6. Change is development, not pain.
Conventional wisdom holds that change is painful. Change is both complicated and difficult, and unless absolutely impossible, do not change.
The new concept of modern management believes that change is development, not pain. Change is the only way to adapt to the new market and achieve success again. Pioneers in the field of new technologies, they are always expanding new horizons.
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