A Comparison Between Mao Zedong'S Management Thought And Humanistic Management In Western Enterprises

As early as 1930, Mao Zedong held a special meeting of cadres, and explained in detail how to manage and educate troops.

In the era of peaceful construction, he added: "the most important issue is the management problem after the ownership problem is solved."

In the practice of revolution and construction,

From "avenue to Jane", this article generalizes Mao Zedong's management thoughts into two parts: first, Mao Zedong puts people in the central position of management; he loves, relies on and mobilizes the masses, and enables the masses to become the masters of the state, enterprises and ideology, culture and technology, and practise democratic management.

Second, Mao Zedong allowed the masses to understand the laws of social and historical development, to understand their main position and the importance of their work; to mobilize people to pursue noble spirit with great ideals and magnificent cause, so that the masses can unite as one, and their spirits are greatly uplifted and satisfied, and their work consciousness and creativity are greatly stimulated.

In recent decades,

Similarities between Mao Zedong's management thoughts and humanistic management in Western Enterprises

First, the people oriented management in western enterprises regards human beings as the most important factor in all the elements of productive forces. It stresses the importance of arousing people's initiative and giving full play to human intelligence and intelligence. The theory of Z, one of the foundational theories of corporate culture, holds that "making workers concerned about enterprises is the key to raising productivity."

Known as the "Bible" of business administration in the United States since 1982, the world's largest volume of sales has reached 6 million copies of the "road to explore the success of enterprises": "these excellent companies regard ordinary workers as the fundamental source of quality and productivity."

Every employee in a big British company wears a card and says, "man is the most important thing."

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Mao Zedong firmly believes that the creativity of the masses is inexhaustible.

In 1949, in view of the fallacy of the United States Secretary of state Acheson that China has a large population and until now no government has solved the problem of people's eating, Mao Zedong said: "in all things in the world, people are the first valuable.

Under the leadership of the Communist Party, miracles can be created if there are people. "

In 1956, he pointed out that in the socialist construction, "all material factors can be exploited and utilized only through human factors".

In terms of enterprise management, he attached great importance to relying on and mobilize the masses of workers and staff, giving full play to their enthusiasm and running enterprises well.

Two. Western enterprises are paying more and more attention to the welfare and security of employees. IBM has not cut off a regular employee for many years because of its business difficulties. In the recession, the first thing is to arrange employees to receive training and then adjust to new jobs.

The health care cost of Goodyear rubber tire company was one of the fastest growing cost items.

In the autumn of 1984, Newsweek estimated that about 1500 companies were concerned about childcare, compared with 100 only 6 years ago.

Western enterprises improve their sense of belonging and loyalty and enhance their competitiveness.

Mao Zedong has always stressed the need to care about the life of the masses and the visible welfare of the people.

In 1933, he realized that "only by firmly implementing the labor law can we improve the lives of the workers and enable the workers to actively and quickly participate in the economic construction."

In 1945, Mao Zedong pointed out in the seventh report: under the new democratic state system, "protecting workers' interests and carrying out the work system of eight hours to ten hours and ensuring the rights of the trade unions according to the different circumstances." in the early 50s, he stressed: "while increasing production and economize, we must pay attention to the safety, health and essential welfare of the workers." under the leadership of the new China, in February 26, 1951, the labor insurance Ordinance of People's Republic of China was officially promulgated. The vast number of workers and old associations would be more secure than ever, and they would be more grateful to the party and socialism.

At the same time, we vigorously develop employee welfare. In 50s, the people's Daily published a large number of articles to introduce the welfare state of all socialist countries and the enterprises that do well the welfare of employees in China.

At that time, the welfare and protection of staff and workers in state-owned enterprises involved various aspects such as the right to work, the right to rest, labor protection, medical care, pension, work-related injuries, funeral, housing, dining hall, washing, heating, visiting relatives, pportation, recreation and sports, birth and lactation, difficulties in subsidize, and education for children and myself. At that time, the enthusiasm of the general staff was enhanced.

Three. Since we think we should respect employees and treat people equally, the Hewlett-Packard Co asks: "trust, respect for individuals and respect for workers."

The idea of the best American steel company, nococo, is not the capital employed labor, but the cooperation between capital and labor.

The names of all employees are listed alphabetically in the first few pages of the company's annual report to show respect for their employees.

In German enterprises, the boss assigned his subordinates to work, usually first asking, do you have time now, if you have time, can you do me a favor? Then I'll talk about the work again.

The author of "exploring the road to success" observed: "in those excellent companies, respect for individuals is the overriding theme."

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Mao Zedong is the first supreme ruler of all times and at all times to shout "long live the people".

He demanded: "when Communists work in the middle of working people, they must resort to democratic persuasion and education, and they must not be allowed to adopt imperative attitude and coercive means."

Leaders are required to blow off official wind and appear in the posture of ordinary workers, so that workers and peasants feel equal to them.

He repeatedly stressed that the Chinese working class is the most aware, the most farsighted, selfless and the leader of the revolution, and must rely wholeheartedly on the working class.

Cadres are required to put aside their airs and become mixed with workers.

Therefore, in state-owned enterprises, workers have the "pride of their masters" and feel a place in society.

Four. Some excellent companies in the West are narrowing the treatment of managers and ordinary workers, breaking the hierarchy. The leadership of new company believes that to enhance and maintain the morale of workers, it is important to destroy the privilege hierarchy and strive to make employees equal before the interests.

The managers of the company do not enjoy any special treatment. They enjoy the same medical insurance as workers, the same holidays and holidays. There is no special restaurant for the general manager, no special car, plane and yacht, no one in the company is on business, and the other is in the economy class; there are no parking spaces for the factory manager or manager in the parking lot of each factory.

Especially during the recession, managers' wages and wages are reduced together, and the percentage of managers' income decline is much higher than that of workers' income.

In the war years, Mao Zedong called for "equal treatment of officers and men" and "sharing weal and woe". Party members and cadres should bear hardships before and enjoy the interests of the masses in the first place.

"During the three years of natural calamity, he weeded for the peasants to eat bran steamed bread and he did not eat a mouthful of meat for seven months. His legs were swollen."

Under the guidance of this ideology, the party and the Red Army in Jinggangshan formed this style of work in the period of [11], which closely linked the relationship between cadres and masses and formed a strong cohesive force in the period of Jinggangshan.

After the socialist pformation was basically completed, he gradually worried that the wages of cadres would be much higher than that of the masses, which would easily lead to the decline of revolutionary will and gradually become a bureaucratic privileged class separated from the people. Therefore, we should reasonably narrow the differences in wage treatment and prevent all staff from using their powers to enjoy any privileges.

Five. Western enterprises increasingly attach importance to the communication between managers and managers. Ray Crocker, founder of McDonald's fast food restaurant, used 60% of his working time in "walking management", and cut off the chairs of department managers in a time of loss, forcing them to get out of the office and go deep into the base.

Jack Welch, the former chairman of the Ge Corp, known as "the world's first CEO", often went deep into the workshop of the factory to gather with everyone. Regardless of his title and position, he had a free discussion on a complex issue.

The management masterpieces such as Japanese art of enterprise management, pursuit of excellence, passion for excellence and so on, have repeatedly discussed the importance of such management.

In 1930, "Mao's representative stressed that the popularization of cadres is a prerequisite for good management and education."

In 1943, he pointed out clearly that "all the right leaders must come from the masses and to the masses."

He repeatedly stressed the importance of Daxing's investigation and research, and went deep among the masses to listen to the voice of the masses and learn from the masses with an open mind.

Cadres are required to be both "officials" and "ordinary people". They should participate in collective productive labor and maintain the most extensive, regular and close relationship with the working people. The leaders of high and intermediate levels should have four months to take turns to investigate and study, meet and run around, and touch workers and peasants in a year.

These practices are easy to avoid and overcome subjectivism, bureaucracy and master style. They can understand the actual situation of production and the workers' thinking and working conditions in a timely and in-depth manner, and make correct decisions and leadership in enterprises.

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Six. Contemporary western enterprises invest a lot of money and energy to carry out vocational training full, lifelong, multi skilled and standardized, so as to enhance the skills of workers, inculcate the values of enterprises and improve the efficiency of enterprises. Thomas Peters said: "the organization of a future enterprise should be like a university.

In other words, every employee goes to work just like going to school. "

In 1933, Mao Zedong said, "raising cultural and educational work to raise the political and cultural level of the masses is also of great importance for the development of the national economy."

In 1958, when he talked about education, he said, "the working people must be knowledgeable".

Because laborers are masters of their own affairs, they must become masters in ideology, culture and technology, and become "cultural workers with socialist consciousness".

Under his leadership, just after liberation, the trade union organized the workers to carry out the political enlightenment education, so that workers could understand the truth of labor creating the world and the historical mission of the working class.

In June 1, 1950, the government administration issued a directive on developing staff's amateur education, which fully deployed the political, cultural and technical education of workers.

"15" period, "all kinds of culture night classes, learning classes, learning groups emerge as the times require. A group of workers who have just removed illiterate hats have become masters of their work practice."

By 1960, most of the enterprises had set up amateur technical training classes, amateur secondary technical schools or amateur universities.

At that time, the slogan was: "socialist enterprises should not only produce new products, but also cultivate new ones."

Seven. Western enterprises are paying more and more attention to democratic management. The German employee participation management law stipulates that enterprises with more than 2000 enterprises should form a board of supervisors jointly by employers and employees on the principle of reciprocity, which is responsible for controlling the budgets of enterprises and appointing and removing the board of directors.

The employees of Motorola can understand comprehensively the internal policies and production, operation, management, business, training and development of the company through various channels.

After taking over as president of the US Ge Corp in 1981, Jack Welch adopted the system of "full staff decision".

In 1983, one of the most popular books in the US, "big trend" pointed out: "the new theory now appears is that workers enjoy rights and participate in management in enterprises.

This is a theory that should have been implemented. "

The spirit of the United States believes that every employee must be involved in management.

The tradition of dividing managers and workers is now the biggest obstacle to productivity and economic efficiency.

[18] (P69-70), especially in terms of leadership attitude, believes that when managers make wrong decisions, every employee has the responsibility to propose, so that managers can correct or change those erroneous decisions.

The general electric appliance company encourages employees to report their suggestions or opinions face-to-face to managers, and requests managers to respond immediately or accept criticism from employees.

Mao Zedong began to practise democracy in the revolutionary ranks as early as the "three Bay adaptation" in September 1927, and enhanced the combat effectiveness of the army.

The Anshan Iron and steel constitution, which he instructed in March 1960, has greatly promoted the democratic management of enterprises.

The significance of democracy is: (1) Mao Zedong wants to maintain the status of the working class with democracy.

He believed that the right of laborers to manage the state, manage the army, manage various enterprises and manage culture and education is the most fundamental right of Laborers under the socialist system.

"Without such a right, workers' rights to work, rest and education should not be guaranteed."

(2) Mao Zedong thought: "if we fully develop democracy, we can mobilize the enthusiasm of the masses within the party and outside the party."

(3) Mao Zedong believes that the masses are real heroes and have more practical experience than leaders.

"Without democracy, opinions can not be drawn from the masses, so it is impossible to work out a good line, guidelines, policies and methods."

(4) Mao Zedong thought: "without a high degree of democracy, it is impossible to have a high degree of concentration, but without a high degree of concentration, it is impossible to establish a socialist economy."

Therefore, after the founding of the people's Republic of China, he has been exploring ways to expand the democratic rights of workers.

Under his leadership, the thirty-second article of the "common programme of the Chinese people's Political Consultative Conference" clearly stipulates: "in the enterprises run by the state, the workers should participate in the production management system at the present time, that is, the factory management committee under the leadership of the factory director."

In April 1957, the Central Committee of the Communist Party of China designated the workers' Congress as an important form of enterprise management for workers and staff members.

He instructed the "Anshan steel constitution" to advocate "two references and one pformation and three combinations". Some factories also promoted or created workers' administrators, workers' inspection teams, workers' investigation teams, workers' staff teams, group network, workers' Cadres rotation, workers' representatives not to drop out of production, participate in leadership, mass economic accounting, and three integrated technology seminars.

In his attitude towards the leadership, Mao Zedong stressed repeatedly: "let the masses speak," allow subordinates to criticize their superiors, and soldiers to criticize cadres.

We must resolutely resist the wrong leadership that endangering the revolution.

And, "who has made the bureaucracy,...

If there is no change, the masses will have reason to wipe him out. "

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Eight. In the early 80s of last century, the American management circles put forward the theory of corporate culture. They believed that people's ideology decided behavior, tried to design inspiring lofty goals and portraged noble group values, mobilize the enthusiasm of all staff, and attach great importance to the responsibility of enterprises to society. IBM, which claims to be the best company in the United States, instilled the idea of "serving mankind for our purpose" through teaching and singing the company's song, IBM's songs, and achieved good results.

During the war years, Mao Zedong made clear to the revolutionary comrades the nature and future of the revolution, and vigorously carried forward the revolutionary ideals and revolutionary spirit, so that every comrade knew why he was fighting, so he made up his mind to fight for victory without fear of sacrifice.

Similarly, he thought: "political work is the lifeblood of all economic work."

[19] (P243) in 1940, he said, "and we should try our best to publicize socialism and communism in the working class."

In 1948, he said, "we should educate our trade union comrades and workers, so that they can understand that we must not only see the one-sided welfare in front of us, but also forget the great interests of the working class."

He said: "brilliant ideological and political flowers will inevitably form a full economic fruit, which is a perfectly regular development."

Under the ideological and cultural environment of Mao Zedong's education, advocacy and planned economy era, the state-run enterprises in the whole country are like a big company. Its culture is centered on communist ideals. It is characterized by self-reliance, vigorous enterprise values, arduous pioneering work, enterprise spirit of all hearts, love of factories and families, selfless dedication of staff and workers, "three old, four strict, four alike" work styles, and a strong spiritual power for the Chinese working class.

"Anshan Iron spirit" and "Daqing spirit" are typical representatives.

Nine. Western management has gradually realized that excessive reliance on material incentives will, in the long run, increase the incentive costs and reduce the enthusiasm of employees. It will also affect workers' solidarity and cooperation. Drucker, a famous American management scientist, has long known that "responsibility can not be bought with money."

Therefore, western enterprises are paying more and more attention to mental stimulation, and adopt goal encouragement, work motivation, participation encouragement, honor encouragement, emotional encouragement, cultural encouragement and so on to enable workers to exert their potentials.

While reading the textbook of political economy in the Soviet Union, Mao Zedong believed that personal material interest is an important principle to stimulate the development of production, but it can not be regarded as a decisive motive force.

Emphasis on material stimulation is bound to come to its opposite.

Furthermore, money is material, but money can not buy materialism.

They have the greatest ideals, so they have a strong fighting spirit.

Therefore, he advocates "spiritual encouragement" while caring about workers' life and gradually improving their collective welfare.

At that time, we adopted ideals and beliefs and patriotism education, labor competition, merits and demerits, striving to be advanced, caring for employees, participating in democratic management and technological innovation, and playing the vanguard and exemplary role of Party members and cadres.

In the years of "poverty and blankness", spiritual encouragement aroused the lofty spirit pursuit and high work consciousness of the Chinese working class, burst out the energy of the sky, overcame countless difficulties, and felt that life was full of sunshine, "the harder the harder, the sweeter the heart".

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Ten in.1982, after the publication of the company culture, it became the best seller of the year. The author, after studying nearly eighty American companies, pointed out: "some of the most successful American companies strongly believe in heroes, so they cleverly make certain heroes on a regular basis." these personalities personified the values of the company and provided a model for their employees to follow the example of flesh and blood. "They believe that heroes are one of the five elements of corporate culture.

In 1944, Mao Zedong asked: "select outstanding elements from the army, rural areas, factories and government organs with the method of mass democratic election to serve as fighting heroes, labor heroes and exemplary workers, giving rewards and education, and encouraging them to unite with the masses through them."

After the founding of new China, under his active advocacy, Meng Tai, Hao Jianxiu, Wang Jinxi, Wang Chonglun, Ma Heng Chang and a large number of labor models were publicized. They loved patriotic patriotism, ambition, hard work, selfless dedication, selflessness and innovation, and inspired generations of working class.

The difference between Mao Zedong's management thought and the humanistic management of Western Enterprises

The purpose of Mao Zedong's management thought is to develop the productive forces of the socialist countries, promote the revival of the Chinese nation and the liberation of mankind, so that the working class can become the masters of the state, enterprises and ideology, culture and technology in this process. This management idea takes people as the main body and the purpose, serving the managers, and the managers must take the lead, even if they make great sacrifices.

The human capital management of western enterprises is to extract the surplus value of employees as much as possible.

This way of management regards people as resources and means, and serves for managers.

In this regard, Mao Zedong said in 1943 the exploiting class: "they say" love the people "is for exploitation, in order to squeeze things from the common people, this is almost the same as feeding cattle.

We are different. We are part of the people.

Two. Mao Zedong's management thought holds that "people should be a little spiritual". "There is a great enthusiasm for socialism in the masses". Under the influence of noble thinking or in certain social conditions, they can "consciously pform themselves and pform the world", strive for the cause of righteousness, and exert their inexhaustible creativity. Its philosophical foundation is Marx's "the sum of all social relations" and "the whole history is nothing more than the constant change of human nature". It also absorbs the Confucian idea that "everyone can be Yao and Shun" (Mencius).

The humanistic management of western enterprises surpasses Adam Smith's hypothesis of economic man, and puts forward several kinds of understanding of human nature, such as social man, self actualization, complex man and so on. He tries to bring the potential of workers into full play by satisfying people's different needs and cultural ideas. Although these theories admit that people have spiritual needs, few can inspire their noble spiritual pursuit with great ideals to make their potential extraordinary.

Three. Mao Zedong's management thought regards man as the most important element of all the elements of management, and takes human mental factors as the most important element of all the elements of human beings. He grasped the "big and big source" of management from macroscopic view. This is because Mao Zedong is proficient in dialectics, and the way of thinking is good to grasp the main contradiction.

He said, "thousands of scholars and practitioners do not understand this method, and they fail to find the center.

[9] (P322) western management attaches great importance to scientific rationality and studies carefully on branches. But people's emotions and thoughts are difficult to be measured and quantified, so they are easy to be ignored.

After a long period of exploration, it turned to be people-oriented.

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Four. Mao Zedong's management thought has all its characteristics in the time when the war is not yet mature. This is the nature of the Chinese Communist Party and Mao Zedong's noble personality and intelligence. The formation of humanistic management in western enterprises has the causes of introducing management science into psychology and sociology. The reasons for the change in the labor mode and the internal structure of the working class caused by the development of productivity and technology are the reasons for the unremitting struggle of the working class itself, the development and growth of the world's socialist forces, and the brilliant achievements made in the socialist construction of the Soviet Union and other countries.

The comparison between Mao Zedong's management thought and the humanistic management of western enterprises shows that "the world returns to the same path, and it is consistent and 100% concerned."

There is only one truth, but the angle of discovery can be different.

The fact that the development of western enterprise management has approached Mao Zedong's management thoughts in recent decades shows that Mao Zedong's management thought is applicable to the contemporary enterprise management. Although there have been some mistakes in the process of practice, we must not abandon it completely, and we must combine the same situation with the new situation.