The "Set" And "Solution" Of The Workplace Circle: The "Set" And "Solution" Of The Workplace Circle

"There are rivers and lakes where there are people."

This is a classic line in Wong Kar Wai's movie "the laughing stock".

The same is true of people in enterprises, no matter where the enterprises are, the internal factional disputes are strange.

"With the development and growth of enterprises, forming a small circle within the company has become a more common phenomenon."

Liu Fuyuan, President of the China Human Resources Development Research Association, told the China enterprise daily that enterprises are based on people and interests. As long as there are people and interests, there will be a "circle". However, if there are more circles, there will inevitably be a struggle. Some people will be able to gossip. This negative cultural phenomenon has different origins, and there are some differences in the countermeasures.

"There are only two driving factors, one is employee initiative, the other two is leadership connivance."

Liu Yan, who is currently the director of human resources in a China top 500 enterprise, summarizes his more than 10 years of experience in human management, and has different views on the "circle" of the workplace.

She believes that the small circle of departments is not terrible, and the small circle at the end of management is not terrible.

"I am afraid that I am afraid of a small circle of inter departmental and malpractice between management."

The "circle" of workplace and workplace communication are basically reversed.

Some people think that Jack Welch's most successful place is that he established informal communication corporate culture in GE company.

Jack Welch stressed that "only by communicating smoothly can enterprises succeed."

Welch's advocacy of "smooth communication" is a good way to cure "trap".

"We study GE company, all employees through a sound communication channel, easy to form a common value system."

In Liu Yan's analysis, there are many factions in the real cases, and the process is out of order.

If there are too many differences in management objectives, management styles and management methods between managers, it is inevitable to make differences. If we want to achieve sustainable and healthy development of the company, we must clarify individual responsibilities in the process design of personnel management, and two, we must unimpede communication channels.

This is just like Welch's hope: people should be courageous enough to express their objections, present all factual aspects and respect different views.

Welch said: "this is the lowest cost and best way to resolve contradictions."

The Google Corporation of the United States, the externally declared enterprise creed is "no evil", but this creed has been challenged. A British media has recently reproduced a former employee of Google: the degree of intrigue in Google Corporation's political struggle is reminiscent of the secret struggle in the famous novel of power and TV play.

The employee said that Google is famous for its innovative culture (300336, stock bar) on the surface, but the headquarters building in California is full of conspiracy.

Although Google founder Larry once encouraged fierce competition within the company, but because of the increasingly fierce internal struggle and differentiation, in February this year, Larry had to stop at the annual meeting of the company. Larry clearly told the company executives that the struggle must be stopped completely, otherwise the company would "punish them severely".

According to the introduction, Google has a serious struggle for factions. Since last year, "Andrew's father" Andy is no longer in charge of Android because of the conflict and chasm between the two businesses.

Earlier, there was a battle between the former Google search and product project manager and CEO, and then the product project manager walked away from Google as YAHOO CEO..

The case of Google is in the vast majority.

We can find shadows.

Combining with Google's case analysis, Liu Yan thinks that in the current workplace, the small circle formed by classmates, colleagues and fellow townships is increasing.

But the case of Google confirms that no matter which one, it is a source of obstruction to the execution of organizational decision-making.

If a small circle of employees is a natural workplace behavior, then a circle formed by the exchange of blood at the top will form an invisible confrontation with the system culture.

"The replacement of the head or principal member of any management team will inevitably bring about the flow and renewal of" blood ", and the original pattern of interpersonal relationship is also changed. The new circle of the workplace must be gradually concluded by the close proximity.

Wang Huiyao, President of China International Talent Specialized Committee, believes that this kind of circle culture can not be ignored by the erosion of the system.

"The leader acquiescence the small circle, is based on the leadership to the interpersonal relations again fractionize, again intensivism."

Many front-line managers including Liu Yan believe that the highest leaders of enterprises sometimes create a "relaxed circle" around themselves in order to avoid the plight of "high places" and "loner".

There are two rules in this circle: one is the formal rule (the enterprise system), that is to say, the formal relationship between leadership and subordinates should be ensured; two, the informal rule, the so-called "buddy rule", and the members in the "circle" adjust their relationship with this rule.

When the enterprise system and the "brothers rule" act simultaneously, what are the consequences for the enterprise? Experts combine Pfizer's rights struggle in the past 10 years.

Pfizer's former CEO Steele retired in 2001, but kept hidden, and continued to cultivate her own power center, and launched various tricks to launch her own successor. But when Kindler became CEO in 2006, not only Steele continued to be in love, but also split up inside the company, and many people wanted to leave.

Kindler, originally a lawyer, had no experience in the pharmaceutical industry, but he deviated from Pfizer.

Instead, he likes to find his own person. Marie, the personnel manager, entered his small circle at this time.

Of course, Marie's interest is not in his job, but on how to please Kindler.

Soon, she became Kindler's heart and ears, and Kindler also appreciated her many privileges that Marie enjoyed.

Relying on Kindler's favoritism, she was domineering in the company and split up in the management team.

One insider says there are two factions in Pfizer's management team, one is Kim dler and Marie, the other is the rest.

Pfizer is a company famous for producing painkillers and treating diseases, but its managers spend all their time planning political conspiracy and fighting rights. In the past ten years, Pfizer's share price dropped from 49 US dollars to 17 US dollars, and there was no major breakthrough in production and research and development. The once beloved Wall Street darling is now a mess.

"Pfizer case shows that the" circle culture "erosion of the system first took place in the circle.

Wang Huiyao explained that because of the existence of the "brothers rule", this requires the members of the circle to have a sense of loyalty. Under the traction and encouragement of the interests of the circle, members of the circle can form a strong battle fortress. In this way, the identification within the circle becomes an effective force, which is enough to carry out confrontation against any system and enterprise objectives.

Enterprises should have clear ideas.

Division, especially between vice presidents, should be clear in black and white, clear their respective management rights and responsibilities, minimize cross, and strengthen the examination and control of audit.

For the middle and top management group below the deputy general level, the system of job rotation should be designed to foster mutual understanding and cooperation spirit.

With regard to the rotation system, many large enterprises, such as Motorola, have established practice.

Liu Yan's company also stipulated three years' rotation, and every time the rotation rate must exceed 70%, thus breaking the barriers and boundaries of horizontal cooperation of the Department, as well as helping everyone to empathy, understand the difficulties of others, and dismantle the small circle of interests.

Of course, in order to control the small circle, besides the hard tactics mentioned above, we should also have soft thinking.

Liu Fuyuan and other experts pointed out that the origin of small circles is homogenization, such as similar experience, education, age, similar background, values, from the same place, and so on, which is the foundation of the existence and development of "circle culture".

These enable employees to achieve consistency faster under pressure or interests. Therefore, maintaining staff diversity and differentiation is one of the ways that can not be ignored.

Moreover, when the interests of small circles are basically the same as those of enterprises, for example, for a project, the most concern of enterprises is the profit situation, while the members of small circles may pay more attention to the income and sense of achievement that the project brings to individuals.

Under such circumstances, the management and control of enterprises by managers is not only a means but also an art.