The way in which the principle of humanism is realized, the principle of the principle of the princi

The principle of people-oriented is one of the four principles of management, which is the principle of people-oriented. The principle of humanism requires people to adhere to the people-centered and people's rights as the foundation in all management activities, emphasize the subjective initiative of people, and strive to achieve the all-round and free development of people.

The essence of the humanistic principle is to fully affirm the main position and role of people in management activities. At the same time, by motivating, mobilizing and giving full play to the enthusiasm and creativity of employees, we guide employees to achieve predetermined goals. The principle of people-oriented emphasizes that the core and motivation of management come from the role of people, and the core problem of emphasizing and solving is the problem of enthusiasm.

The principle of people-oriented is one of the four principles of management, which is the principle of people-oriented.

It is required that people adhere to the principle of taking people as the core and people's rights as the foundation in all management activities, emphasize people's subjective initiative, and strive to achieve people's all-round and free development. Its essence is to fully affirm the main position and role of people in management activities. At the same time, by motivating, mobilizing and giving full play to the enthusiasm and creativity of employees, we guide employees to achieve predetermined goals.

Any management theory has its own class and era background, and the humanistic principle is no exception. With the rapid development of science and technology and the advent of economic globalization, management philosophy and management practice in various fields have undergone earth-shaking changes, and the humanistic principle has also been given a new era significance.

The people-oriented principle is one of the four principles of management, and as the name suggests, it is the principle of people-oriented. It requires people to adhere to the people-centered and people-based rights in all management activities, emphasize the subjective initiative of the people, and strive to realize the all-round nature of the people.

1. Energy level principle: the basic content of energy level principle:

Establish a reasonable and stable energy level structure;

Different energy level subjects should be granted different powers and perform different duties;

Subjects of different energy levels should be given corresponding positions.

2. The principle of power: power includes material power, spiritual power and information power. Material power refers to material treatment and economic benefits. Spiritual motivation mainly includes ideals, morality, beliefs, and honors. Information includes messages, intelligence, instructions, etc.

3. The principle of participation in management: managers should create opportunities for employees and encourage employees to participate in management, so as to enhance employees' sense of responsibility and give full play to their subjective initiative.

The principles of humanistic management are mentioned differently in different textbooks, for example, the textbooks we use are listed as:

People are the primary factor of the enterprise, to meet the needs of people, to improve people, develop people, develop people, build a people-centered enterprise organizational structure and organization and management philosophy.

What you said is right about things and not people, that is, for example, how to achieve the all-round development of people in people-oriented management, and take people as the core of management. You see if the case can be said like this:

Xiao Wang, who works as a financial accountant in the company, got a bad score in the year-end performance appraisal, and should be reduced or fired according to the requirements of the company's performance management system.

In accordance with the requirements of the system, the company's human resources department deducted 50% of Xiao Wang's year-end bonus. After a performance interview with Xiao Wang, the head of the human resources department found that his knowledge structure and ability were not suitable for financial management, but suitable for working in the public relations part of the enterprise.

The human resources minister communicated with Xiao Wang, told him the results of his preliminary quality assessment, and suggested that he change jobs, it just so happened that the company's public relations department lacked an officer, and was recruiting openly, you can provide him with an opportunity to compete internally.

After Xiao Wang's consent, you let Xiao Wang participate in the open competition interview with the approval of your superior, and the public relations department believes that Xiao Wang can be qualified for the officer's work, so Xiao Wang's transfer is successful.

After a six-month probationary period, Xiao Wang evaluated his performance and found that his performance was excellent in all aspects, and he passed the probationary period and became an officer of the public relations department. Xiao Wang's salary grade was raised, Xiao Wang himself was very satisfied, and at the same time, he also felt the joy of work, worked actively, and became an excellent in-service employee.