Essay Question Why managers can t rely on rules and regulations.

You can rely on the rules and regulations appropriately, and since the rules and regulations are set, they must be followed. But nothing can be absolute, and if you are so rigid you will never progress ...

That's right. It should be most appropriate to follow the rules and regulations.

Management is the science that systematically studies the basic laws and general methods of management activities. Management science is produced to meet the needs of modern socialized large-scale production, and its purpose is to study how to improve the level of productivity through rational organization and allocation of human, financial, and material factors under the existing conditions.

People across the organization rely on management structures and managers to get or deliver the necessary information in order to get the job done. The information role that managers must play includes two roles: communicator and spokesperson. Managers distribute the vast amount of information they have acquired as information monitors.

Spokesperson role. Managers must pass information on to individuals outside of the organization or organization.

Rules and regulations are necessary to ensure the normal operation of enterprise machines. In the process of practice, I have observed many interesting phenomena: the rules and regulations are not effectively enforced.

Friends in the circle have also mentioned many times that the rules and regulations of many enterprises are clear and beautiful, but they cannot be effectively implemented and implemented. Many managers believe that the root of the problem is the problem of execution. For this reason, I have carefully studied the rules and regulations of many companies.

First of all, I do not deny that there may be a problem of execution, but I think the deeper problem actually comes from the system itself. Systems that are not effectively implemented are likely to have fatal practice loopholes! The human resources department is the leading department responsible for the formulation of the enterprise system, and in practice, it may be other senior executives who are responsible for the formulation of the enterprise system.

In my work experience, I have been responsible for the establishment and improvement of relevant enterprise systems for many times. When managers formulate enterprise systems, I find that they mainly start from two thinking orientations: clarify the content and avoid risks.

Clarifying the content and avoiding risks is the starting point for many managers to formulate rules and regulations, and it is natural to clearly manifest this form of thinking in the system, which is not wrong, but it is not comprehensive, and lacks a comprehensive understanding of deep insight into human nature. Managers often make the mistake of making generalizations. The essence of management is based on mistrust, and institutions are one of the powerful means of maintenance.

The essence of risk avoidance is to avoid the dark side of human nature, and the essence of clear content is to outline the content and responsibilities of the work. There is certainly a dark side to human nature, but there is also a bright side. The "people-oriented" that enterprises often advocate in the system will be truly presented bit by bit.

Only the rules and regulations that integrate human nature and management practices can truly have the function of landing and be sincerely accepted by the employees of the enterprise. After years of repeated practice and speculation, I believe that behind every excellent enterprise system, there must be three elements of "rights, responsibilities and interests".

Rights, responsibilities and interests are the first requirement for the implementation of all rules and regulations, but any violation of the essence of these three points, or the deviation of the heat, the weight of the pen is biased rules and regulations, will fall into the psychological confrontation of layers of obstacles in the process of practice, and can not be implemented quickly and effectively.

Rules and regulations are a tool for managers.