What should be the basis of the relationship between managers and employees in an organization?

The main theories of Western management scholars on the role of managers.

Peter F. Drucker, a famous American management scientist, proposed "the role of the manager" in 1955

manager). Drucker believes that management is an invisible force, and this power is manifested through managers at all levels. Therefore, the roles or responsibilities played by managers can be broadly divided into three categories:

1) Managing a Organisation (Managing A

business), for the survival and development of the organization. To do this, managers must do: First, determine what the organization does?

What should be the goal? How can you take proactive steps to achieve your goals? the second is to seek the maximum benefit of the organization; The third is to "serve the society" and "create customers".

2) Managing Manager. In the upper, middle and lower levels of the organization, everyone is a manager, and at the same time, everyone is managed, so managers must do: first, to ensure that the ideas, willingness, and efforts of the subordinates can move towards a common goal; the second is to cultivate the spirit of collective cooperation; the third is to train subordinates; Fourth, establish a sound organizational structure.

3) Managing Workers and

work）。Managers must recognize two assumptions: first, with regard to work, the nature of which is constantly and dramatically changing, with both physical and mental work, and that the proportion of mental work will be increasing; Second, with regard to people, it is necessary to correctly understand the importance of "individual differences, complete people, causes of behavior, and human dignity" in dealing with the mutual relations between people at all levels.

Globally controlled.

The manager is also the leader, and the leader should be the leader and mentor of the employees, who can give the employees an accurate future and vision.

Secondly, leadership is the ability to gain followers, "there are three unfilial pieties, and no queen is the greatest", the leader should be able to train employees to be leaders, and interests are the accessories that are completed incidentally in this process. This kind of leadership allows employees to work for him with a grateful heart.

Thirdly, a team must have a core, and the leader is the core of course, the team needs democracy, but the group can not make decisions, decision-making must be centralized.

In short, leaders and employees should be comrades, friends and comrades-in-arms, so that a team can be an enterprising and promising team.

Interpersonal relationship is a kind of mutual influence and mutual dependence formed in the process of interaction between members of the organization and internal and external members of the organization. Good interpersonal relations have the functions of exchanging information, providing credit mechanisms, exchanging social resources, and enhancing organizational cohesion.

Interpersonal relationships are of great significance to the development of an organization

1. Interpersonal relationships act as a channel for information exchange. Good interpersonal relationships within an organization can facilitate leadership and deployment, as well as the relationship between ministry training and deployment.

2. Interpersonal relationships become a network of social resources. It can expand the connection between enterprises and society, grasp more social resources, and provide necessary support and help for the development of enterprises when necessary.

3. The interpersonal relationship of the department is conducive to the realization of the company's goals. The establishment of good interpersonal relationships is conducive to the formation of a corporate culture and the cultivation of common values. Creating a positive corporate culture is about coordinating the relationships between various interest groups within the organization.

It is conducive to stimulating the enthusiasm and creativity of employees and helping to achieve the goals of the enterprise.

1. Interpersonal roles.

The first type of role described by Mintzberg is called interpersonal role. The behavior of these roles is manifested in the interaction with people, in other words, interpersonal roles refer to the roles of managers who interact with employees in order to achieve organizational goals. There are three types of interpersonal roles:

1. Nominal head.

2. Leader.

3. Communicators.

2. Information roles.

The second category of manager roles is the information role. The information pegger role includes the following behaviors: creating and sharing information to successfully achieve organizational goals. There are three types of roles in the information role, including:

1. Monitor.

2. Communicators.

3. Speakers.

3. Decision-making roles.

According to Mintzberg's theory, the third type of managerial role is known as the decision-maker. Decision-making roles include:

1. Entrepreneurs.

2. Conflict resolver.

3. Resource allocators.

4. Negotiators and other roles.

Managers themselves belong to the part of the organization, and managers play an important role in decision-making, planning, guidance, evaluation, control and other important roles in the operation of the organization, an excellent manager is one of the important guarantees for the good operation and development of an organization, and an excellent organization will certainly lay the first opportunity for the birth of excellent managers, to provide the soil for growth.

In short, managers and organizations should be interdependent.

Managers are important to organizations in three main ways: First, in this era of complexity, chaos, and uncertainty, organizations need managerial skills and abilities. Second, managers are critical to the successful completion of their work.

Third, managers help increase employee productivity and loyalty, and the way managers do can affect the financial performance of an organization. And there is a lot of evidence that the competence of managers is important in creating the values of the organization.

Big companies do things, small companies do things", this sentence is regarded as a wise saying by many professionals. In particular, employees in small businesses often regard interpersonal relationships as an important means of obtaining job opportunities and benefits. Similarly, it is very important for small business owners to manage the relationship between internal employees.

The boss of an advertising agency complained to me that his employees, especially the business people, were too mobile, and that there were often conflicts between employees, and that the whole sales force was not united and cohesive. Problems like this exist in many small businesses. Managing people is a very deep science, and each manager may directly manage only a few people, but these people with different personalities and different experiences will evolve into a lot of complex things when they get together.

In addition to the common goal, organizational discipline and other dogmatic systems, the environment is a more important point that can unite the team. If you want to shape people, you must first create an environment.

I asked this boss: If a salesman knocks on your office door and reports to you, saying that the customer that the other salesman is running is actually what he has been running, and the business conflicts, how do you deal with it? This boss:

Understand the situation clearly, and whoever runs first or who is most sure will belong to whom. Then I asked the second question: What would you do if an employee knocking on your office door reported to you that another employee was out on personal business during working hours and affected the work?

He said: If this is the case, I will definitely deal with those who violate discipline, at least criticize and educate. This boss seems to have no problem, and many business managers do the same.

But this reminds me of elementary school students. When I was in elementary school, many people had this experience, and when they had some small actions or did something that violated discipline in class, they were "reported" to the teacher by other students, so they were called to the office by the teacher for criticism.

When you walk out of the office with your head down, what's on your mind? Feel sorry for what you did wrong, and you will correct it in the future? Probably not!

And it's probably because I was thinking about who reported me, so I knew that I would definitely beat him up, or I also stared at him for a chance to report it. This is what we often call "making small reports". Employees sometimes make small reports to their leaders, but many times they are rationalized by the names of "reporting work" and "making suggestions".

Of course, there is nothing wrong with employees actually reporting business problems or colleague problems to the leader, but how the people listening to the report deal will directly affect the culture of the team. Take the first question as an example, if a salesman reflects a business conflict to you, you immediately call another one to understand the situation, and then award the business to one of them according to the principle of fairness that you think. Such an approach is bound to affect the other person's emotions, because they don't agree with what you think is fair.

If this is often the case, then the first thing employees think of when they encounter conflicts and problems is to report to the leader, and you will have endless "lawsuits".

Countless examples prove the danger of detachment from the masses. Sadly, in reality, there are many leaders who still "repeat yesterday's story", they are staring at the position, not how to make a difference, after occupying the leadership position for a certain time, they become stubborn, jealous, carried away, forgetful, bureaucratic is very strong, Lao Tzu is the first in the world, often waiting for the post, the threat of layoff, desperate to drive away the unpleasant employees, and even drive away the people who have made great contributions. This kind of behavior of not treating employees well and excluding dissidents has intensified the conflict between leaders and employees, resulting in a career that continues to move towards a low point.

Leaders who treat, respect and care for their employees do not pay much attention to their titles, they put more energy into how to make themselves more approved and sympathetic to their subordinates, how to better create a more efficient team, in a word, they are attentive to lead and influence employees, so as to promote leaders and employees to continue to grow, develop and learn, so as to push the career to the peak.

How should managers and employees get along Tian Ying, the prime minister of Qi State, Tian Ying, because King Qi Xuan didn't like him, wanted to build a city in his fiefdom Xue Di and develop private power in case of accidents. People discouraged it. Tian Ying ordered that no one should be admonished.

At this time, there was a man who asked to say only three words, one more word, and would rather kill his head. Tian Ying thought it was very interesting and invited him in. The man walked forward quickly and saluted

"Then, turn around and run." Tian Ying said, "You have something to say outside of this," and the man said

I didn't dare to take death as a child's play, and I didn't dare to speak anymore. Tian Ying said: "It's okay, let's say it!"

The man said, "Don't you know the big fish of the sea?" Fishing nets can't catch it, and hooks can't catch it, but once it is swept out of the water, it is food in the mouths of ants.

Qi is to you what water is to fish. You are in the country of Qi, like a fish in the water. Yes The entire Qi country shelters you, why do you still want to go to Xue Di to build a city?

If you lose the Qi Kingdom, it is useless to build Xue Cheng to the sky. Tian Ying listened to it, thought it was true, and said, "That's too good."

As a result, the practice of building a city in Xue Di was stopped.

Employee relationship management is in the enterprise human resources system, managers at all levels and human resources functional managers, through the formulation and implementation of various human resources policies and management behaviors, and other management communication means to regulate the interconnection and influence between enterprises and employees, employees and employees, so as to achieve the goals of the organization and ensure the added value for employees and society. In a narrow sense, employee relationship management is the communication management of enterprises and employees, which adopts more flexible, motivating and non-coercive means to improve employee satisfaction and support the realization of other management goals of the organization. Its main responsibilities are:

Coordinate the relationship between employees and managers, employees and employees, and guide the establishment of a positive work environment.

The specifics of employee relationship management.

From a broad concept, the content of employee relationship management involves the construction of the entire corporate culture and human resource management system of the enterprise. From the establishment of corporate vision and values, the construction and application of internal communication channels, the design and adjustment of the organization, the formulation and implementation of human resources policies, etc. All aspects that involve the connection and influence between the enterprise and its employees, and between employees and employees, are the content of the employee relationship management system.

From the perspective of management responsibilities, there are nine main aspects of employee relationship management: First, labor relations management. Labor dispute handling, employee on-the-job and off-the-job interviews and formalities, handling employee complaints, personnel disputes and other incidents.

The second is employee discipline management. Guide employees to abide by the company's rules and regulations, labor discipline, improve the organizational discipline of employees, and to a certain extent, play a restraining role in the code of conduct of employees. The third is the management of interpersonal relationships among employees.

Guide employees to establish good working relationships and create an environment conducive to formal interpersonal relationships. Fourth, communication management. Ensure the smooth communication channels, guide the company to communicate in a timely manner, and improve the employee suggestion system.

Fifth, employee performance management. Formulate scientific evaluation standards and systems, implement reasonable evaluation procedures, and evaluate the work can not only truly reflect the work achievements of employees, but also promote the enthusiasm of employees. Sixth, employee management.

Organize employee mentality, satisfaction surveys, prevention, detection and treatment of rumors and sabotage, and solve the problems that employees are concerned about. Seventh, the construction of corporate culture. Build a positive, effective, healthy and progressive corporate culture, guide employee values, and maintain a good image of the company.

Eighth, service and support. Provide employees with consulting services on national laws, regulations, company policies, personal physical and mental health, etc., to help employees balance work and life. Nine is employee relationship management training.

Organize employees to be trained in interpersonal communication and communication skills.