A cleaner in a company, originally a most neglected role, but one night when the company's safe was stolen, he fought with the thief to death. Later, when asked about his motives, the answer was unexpected. "When the general manager passes by me, he always praises me for my clean cleaning," he said. Not to mention all kinds of views, but one thing is worth affirming - sincere praise can stimulate the infinite potential of others.
Management is passive and motivation is active. Management is required by others, while motivation is required by oneself. The characteristic of human nature is that people do not like to do things for others, but are willing to do things for themselves. If a manager still manages modern employees with the management methods of the past few decades, it will only manage the employees. The serious loss of enterprise personnel is not the problem of management, but the negative incentive and negative energy.
Management is in charge of affairs, and leadership is in charge of people. If we take things as the center, we will pay less attention to people, but if we want to do things well, we must face people. So, managers just want to do things well, and the goal of leaders is to lead the team through motivation.
The superior who doesn't motivate employees is just a manager at best. If you want to be a real leader, you must master all kinds of motivation skills and pay attention to people's needs and feelings.
Why should enterprises do well in encouragement?
People in different environments, ages, growth stages, management levels have a variety of needs, which is the root of motivation. Without incentives, people's needs can not be effectively met. For example, older operators need to support their families and improve their lives, so they have a strong demand for money and materials, so they should be driven by interests; young people who have just graduated from university should respect their ideals and aspirations, and use their development prospects and personal growth to motivate them; they should use goal motivation for management, and career and mission motivation for executives with good career foundation.
Do monks eat meat?

A visitor asked the mage, "master, you are vegetarian in public. Would a person eat meat in a room?" The master asked, "are you driving here?" Visitor: Yes. The master said, "you should fasten your seat belt when driving. Do you work for yourself or for the police? If it's for yourself, you have to be a policeman. ". Enlightenment: if a person is doing it for himself, belief, goal and ideal are the biggest motivation.

In the design of incentive, managers must have the ability of humanistic thinking
1. Training people is better than recruiting right people: only by recruiting the right people first, can training have greater value;
2. The cost and risk of training new people are higher than that of keeping old people;
3. Retaining people is better than motivating people: retaining people is to let them have better performance and make them become capital rather than cost;
4. Inspiring people is better than cultivating people: giving people a truly successful future is better than all incentives.
How to treat the phenomenon that employees pursue interests?
For the famous Maslow's hierarchy of needs, it is generally believed that the first level of physiological needs is to meet people's needs for material interests, while the highest level of self realization needs to meet the needs of people's spiritual realm. This view is one-sided. The basis of self realization is the realization of individual value. Since it is value, there must be price attribute, and there must be price support behind value. Therefore, enterprises should support employees to realize their self-worth and encourage them to keep up.
One boss complained to me: the salary of employees is almost the highest in the same industry, but every time we do the employee satisfaction survey, the most dissatisfied one is still the salary. I would like to respond to some of his views: first, employees are not satisfied with their salaries, just as the boss is not satisfied with profits; second, no matter how high an employee's income is, he will never be satisfied because he always wants to get more.
It's no fault that employees want to improve their income continuously, but they must treat their income with positive values
1. I give so much, why so little? (most of the time, it's because of yourself)
2. I only do jobs that are commensurate with the salary (I'll always get that salary)
3. That's what the leaders think
4. It's not my job that I don't do (don't ask for help from colleagues next time)
5. I've worked very hard to do it tomorrow
If you are not satisfied with your income, please accept these three suggestions:
1. Raise your salary by 30%, and then ask yourself what I can do to reach this level, and how long will it take?
2. Observe your colleagues or friends. Some of them earn 30% or more than you. How do they get this income? (positive thinking)
3. If you think you can't do it in a short time, adjust your mind and work on the ground.
In an enterprise, the employees who care about their income but are willing to pay are actually good employees. What's terrible is that those who care about their income but don't pay and don't create. What's more, the employees who don't care about their income and are not willing to pay are actually good employees. For employees who work hard regardless of their income, you should tap their other needs to meet their higher-level personalized needs.
A boss said to the monk: "I have an employee who is mercenary. I want to fire him.". "Has the river near your home ever had a flood?" the monk asked. The boss replied, "yes.". The big monk asked again, "have you ever thought about blocking this river?". Enlightenment: the construction of river levee can make the river flow naturally. Everyone has a self-interest, through the heart pulse to build a mechanism, can make the heart smooth, pursue self-interest without harming others, good division of profits to gain positive force.
New employee classification
Type A - chicken ribs: employees who don't care about benefits and are not willing to pay increase enterprise costs;
Type B - demanding: employees who care about interests but are not willing to pay will damage team value;
Type C - exchange: employees who care about interests and are willing to pay, guide and strengthen;
Type D - Lei Feng: employees who don't care about interests and are willing to pay.
Don't let Lei Feng suffer. I'm not afraid of employees' care, but I'm afraid of not paying. But does not care about also does not pay the staff, is also a kind of sadness.
Is boss and employee antagonistic?
The boss and the staff are the natural "enemies": what the boss wants is the continuous growth of profits and the continuous rise of wages; what the boss wants is that the employees work hard and achieve results, and the employees want to do less and take more, with less responsibilities and more welfare rewards; the boss wants the employees to understand the difficulties of the enterprise operation, and the employees want the boss to sympathize with their own life; the boss wants the employees to do things as a career Employees just want to finish what they are doing and don't work overtime.
This feeling, first of all, comes from the difference in thinking. The boss is doing business and the staff is doing things. Then there is the deviation of profit distribution. The boss gets the future surplus value, while the employee gets the present value. If the direction of the boss and employees is not consistent, the following problems may arise:
1. If the boss only wants to make money for the company: employees will have no sense of belonging to the company.
2. If the boss can only find ways to squeeze employees' Income: employees will find ways to make illegal income.
3. If the boss can only draw a pie to lure employees: employees will find a way to find another job.
4. If the boss only emphasizes performance results: employees will sacrifice the company's future interests to achieve immediate performance.
A boss said to his employees, "I know your salary is low. The company needs more funds to develop now. It is not realistic to increase your salary. We will have everything in the future if we fight together.". The employee replied, "if you don't have something realistic now, it's unrealistic for you to realize the future development of the company.". From the reality, the ideal will become reality.
Those who like painting cakes should pay attention to, can not let the staff eat too full, but must not be hungry. They also let employees smell the smell of cakes.
The boss should often ask himself:
1. Whose enterprise is this? ——One's own enterprise is one's own tired;
2. What is the relationship between performance and employee income? ——Let employees feel that the enterprise is everyone's;
3. How to manage by objectives? ——There should be a target incentive mechanism to guarantee it;
4. What is my role orientation? ——Are you responsible for yourself? Or is it responsible to all employees?
But the boss must give them a reason to be dedicated:
1) Why should employees be dedicated? What are the benefits of dedication?
2) Why should employees be dedicated? Because they don't have their own business;
3) What is the relationship between dedication and personal long-term and long-term interests? Let everyone know the benefits of dedication to themselves;
4) It is not natural for employees to be dedicated. It is impossible for employees to sacrifice their personal interests for the sake of organizational interests.
Can the boss and employees unify their thinking and interests?
In my opinion, the boss must have the height and attitude of "altruistic win-win" and "sharing the cause". The boss should stand on the high line and be willing to give up first, so that the employees can be down-to-earth and strive to create. The boss begins to pay attention to the needs and feelings of employees, and the employees will sympathize with the pressure and hard work of the boss. Only in this way can benign interaction be formed.
Yu Minhong once said: now when young people enter the workplace, they want to get a high salary first and then work hard. What they think is that my salary is not enough, so why should I work hard. But in fact, it is those who work hard and keep on working hard regardless of personal gains and losses. The reason is the difference in thinking between the boss and the employee: employees want to be paid before they work, and the boss likes those who work hard without pay, and then they will reuse such people.
Dongguan Beite packaging materials Co., Ltd. - located in Dongguan City, the world's manufacturing city, is a subsidiary of Beite packaging (China) Co., Ltd., with a plant area of 6000 square meters. It is a flexible packaging enterprise integrating R & D, production and sales. It has a complete set of domestic advanced production equipment, a scientific and humanized management system and a group of experienced technical personnel For backing, to provide customers with quality products and first-class service.
The company produces composite bags, roll film, fruit bags, aluminum foil bags, suction mouth bags, self-supporting bags, zipper bags, anti-static bags, special-shaped bags, etc., which are suitable for the internal and external packaging of food, daily chemicals, electronics, toys, medicine, cosmetics, industrial products and other industries.
We uphold the integrity of cooperation, good quality, good service business philosophy, won the industry's approval, products sold to all over the world; welcome friends from all walks of life to inquire, visit our factory to investigate guidance and business negotiations.