After reading this book, Amoeba is equivalent to reading a business history of Kyocera. The core idea of amoeba management has three points: (1) establishing departmental cost accounting system in combination with the market; Cultivate department heads and even employees into talents with business awareness; Through certain means, let all employees participate in the operation.
reflections on amoeba management 1
after studying kazuo inamori's book amoeba management, I learned that kazuo inamori, the saint of Japanese management, founded Kyocera Company and Second Electric Power Company, two fortune 5 companies in 4 years, and the amoeba management has solved the problems of many enterprises.
the essence of amoeba management is "maximizing sales and minimizing expenses", which is the basis of unit time accounting system. The essence of management is to prevent waste and cut expenses when providing products and services to customers. This view has something in common with the "three-oriented" work carried out by Gansu Yinguang Chemical Industry Group Co., Ltd., China North Weapons Group, which is to minimize the operating cost and maximize the income through the participation of all employees, attention to details, and saving resources.
the core method of amoeba management is to divide the enterprise into independent accounting units and self-operated cost and profit accounting units, and use the management accounting mode of unit time accounting to facilitate the implementation of the company's business objectives, point out the development direction, make the amoeba know the market changes in time, adjust the management strategy, cultivate the employees' awareness of business competition, stimulate the enthusiasm of all employees, maximize operating income, reduce expenses and waste, and thus realize the rapid development of the enterprise. As a company employee, what I have learned from this mode of operation is that the individual employee is the collective "amoeba" of the enterprise, and the value created by the individual employee is closely related to the maximum income of the enterprise. This requires us to continuously improve our personal technical level and literacy through learning, and then enhance the value creation ability of the individual amoeba.
the accounting idea of amoeba management is similar to household income and expenditure, which makes it easier for employees to understand. The method of receipt and payment is to deduct expenses from total income to get profits, and then divide it by total labor time as an indicator to measure accounting, so that employees can more intuitively understand the added value they create every hour, thus reflecting the operating conditions and accurately judging the contributions made by employees to the enterprise. Enterprises present operating profit and loss to employees in an intuitive way, which makes employees more convenient and better at measuring the efficiency, advantages and disadvantages of their work, knowing whether their work has really realized the corresponding value, finding problems and continuously improving. At work, some people create high profits, some people are mediocre, and some people consume time and material, but they make the enterprise suffer. Enterprise development needs visible benefits. As employees, through intuitive evaluation and self-positioning, the best can be better, and those with gaps can be improved in time. The promotion of every employee is beneficial to the development of the enterprise. In the face of the coexistence of opportunities and challenges in 219, we must make unremitting efforts to establish the concept of crisis awareness, cost awareness and market first, and work together to create good development prospects for enterprises.
The book Amoeba Management has made me more deeply realize that the difference between excellent employees and ordinary employees lies in establishing a sense of ownership, being dissatisfied with the status quo, seeking more effective and practical working methods that can create value for the company, and giving full play to their positions and contributing to the company.
reflections on amoeba management 2
I have carefully reviewed Amoeba Management these days. kazuo inamori founded two Fortune 5 companies in 4 years, which is one of the four "management saints" in Japan. Mr. kazuo inamori's simple, intuitive and incisive language has benefited me a lot. Many of the essence in the book need to be understood seriously and profoundly in practical work. We must not copy it mechanically, but combine it with the reality of our company and our department to continuously improve and innovate our management.
For a long time, Mr. kazuo inamori has built an endless space and a way to achieve and liberate employees with the concept of "respecting heaven and loving people". I think any successful organization needs to undertake corresponding responsibilities and missions. For example, the China Production Party has made remarkable achievements and become the soul of the Chinese nation. It is precisely because she regards the purpose of "serving the people wholeheartedly" as the action criterion of all revolutionary work. A high degree of unity in thought and a high degree of consistency in action are the keys to building a century-old enterprise. Mr. kazuo inamori took this mode of thinking of "respecting heaven and loving others" to the extreme, which made Mr. kazuo inamori great. His greatness is not only reflected in numbers, but also in his mind.
through reading this book, my biggest feeling is that we need a learning process from the shallow to the deep, and it is impossible to make a one-size-fits-all approach, so we should make the best use of the situation. We can learn, digest and innovate the program establishment, target number and management concept of Amoeba Management. However, the formation of beliefs varies from enterprise to enterprise. We should combine the reality of our own enterprises, establish our own beliefs ideologically, and guide our work around the connotation of beliefs.
a dynamic and good enterprise must have a charismatic leader, so as to lead the enterprise out of a brilliant road. Similarly, as the leader of a department, how can we establish our own personality charm and lead our team well? First of all, as a leader, we should establish a "correct principle of being a man", not lying, not cheating, and being honest; We should attach importance to the simple values such as fairness, justice, justice, courage, honesty, patience, hard work and fraternity; We should take the company's new values as a clear belief, with a grateful attitude, start from me, start from scratch, care for employees, and blend with * * *. In specific work, employees don't look at what you say, but at what you do, not teach them how to do it, but do it with me. Only when words and deeds are consistent can we convince employees, we can get their respect and support, fully mobilize their enthusiasm for work, and truly learn the essence of Amoeba management and lead our team to achieve the expected goals.
Mr. Tang's insistence on paying attention to employees, customers and commodities is the most fundamental source of enterprise development, and it is also a concrete manifestation of learning and practicing Amoeba Management. Our concern for employees is to fully reflect the fundamental interests of the majority of employees; Paying attention to customers is to fully reflect the fundamental interests of consumers; Paying attention to commodities is to fully reflect the value of commodities and the fundamental interests of manufacturers. Only by putting several concerns into every link of the work can the fundamental interests of enterprises be most widely reflected, which is also the most fundamental source of power for the survival and development of enterprises and an important guarantee for the scientific development of enterprises. We should pay more attention to the dominant position of all employees, let employees enjoy the fruits of scientific development of enterprises, and encourage employees to devote themselves to their work with a strong sense of ownership.
kazuo inamori's "amoeba management" is a set of accounting system and management system that can adjust and motivate employees' spirit on the spot. What does the company's management depend on? It doesn't depend entirely on the foresight of senior managers, nor on the wisdom and decisiveness of the president, but on every employee to exert his subjective initiative in his work and make great efforts to achieve the ultimate in every task and work. Three purposes can be achieved through amoeba management. The first purpose is to "establish a departmental accounting system linked to the market"; The second purpose is to "cultivate talents with operator consciousness"; The third purpose is to "realize the participation of all employees in the operation". Therefore, how to inspire employees' intelligence and devote themselves to enterprise services is our common concern. Reasonable business model and incentive accounting mechanism are important prerequisites for employees and enterprises to win.
this year, Mr. Tang brilliantly put forward: regional autonomy, store autonomy and self-improvement of employees. Regional autonomy is to make the format bigger and stronger by taking the region as the accounting unit. Only by making the region bigger and stronger and forming a stable market advantage can we promote the development of enterprises. Store autonomy means that stores should operate independently in management, position the market and optimize the product mix according to different market attributes, so as to achieve the best performance; Self-improvement of employees means that employees should give full play to their talents to serve the enterprise well, and carry forward the spirit of ownership to strive for self-improvement and strength.
regional autonomy means that the group company is divided into several independent accounting areas to operate, and each area is like a small and medium-sized enterprise. While maintaining its vitality, based on the unique operating index of "unit time accounting", it gives full play to the individual initiative of each employee and thoroughly pursues the maximization of added value; At present, we should explore and try boldly in regional autonomy. In the increasingly competitive commercial service market, the biggest challenge we face is how to quickly expand the scale of enterprises and strengthen the region at the same time, and how to make our brand more competitive and well-known in the market. We imagine that if the scale of each region can be expanded and strengthened quickly, then the scale of the group company will naturally expand and strengthen. Therefore, at the beginning of this year, Mr. Tang proposed regional autonomy, store autonomy and self-improvement of employees, which required us to take each region as a small team, change our concepts and operate each region as a small company. This requires the responsible persons of all regions to have the consciousness of independent accounting and long-term management consciousness. This is the concrete manifestation of the amoeba business model.
Of course, the management of amoeba is not the universal "management know-how" that people praise. Only imitating the management of amoeba can not achieve good results. The reason is that the management of Amoeba is not only based on a unique management philosophy, but also a whole management system closely related to the company's various systems. Indeed, it is easy to imitate the amoeba business model on the surface, but it is very difficult to achieve the business philosophy advocated by kazuo inamori. In addition, each enterprise has its own characteristics, which is the fundamental reason why kazuo inamori can succeed, while imitators are difficult to succeed. Therefore, we should never learn and imitate mechanically, but should sum up and apply it on the basis of digestion and combining with our actual situation.
Therefore, we should seriously study and think about the business philosophy advocated by kazuo inamori, and we must combine our own work practice to explore a long-term and steady development of business. At the same time, as advocated by kazuo inamori, the development of the company should focus on the interests and development of every employee. Today, the development of our company has begun to take shape. It is necessary for every employee of the enterprise to become the real owner of the enterprise. Enterprises should learn from Mr. kazuo inamori, create wealth, value and happiness for the real owner of the enterprise, and truly realize the * * * win of employees and enterprises. It is also a concrete manifestation of the implementation of Mr. Tang's concern for employees, customers and core values of commodities, and it is also an important means and guarantee for the rapid development of enterprise groups.
thoughts on amoeba management 3
kazuo inamori, a famous Japanese industrialist, is known as the "saint of management" in Japan. In 219, at the age of 78, he became CEO of JAL, reorganizing the troubled JAL. It took only one year to create an unprecedented profit of 188.4 billion yen in the history of JAL, ranking first among airlines in the world last year, while the loss of JAL in the same period of the previous year reached 18 billion yen. With reverence for kazuo inamori, I read Amoeba Management, which runs through his management philosophy.
when kazuo inamori first joined the company, he was a technical talent. His specialty was developing new ceramic products, but he was not good at management. When Kyocera Company was just established, the scale of the enterprise was equivalent to the size of a family workshop. But with the development of business and the rapid increase of personnel, he can't cope. He realized: "since I can manage 1 employees, why not divide the company into several small groups?" There may not be middle-level personnel who can manage 1 employees, but some middle-level personnel have the ability to manage small groups of 2 to 3 employees. Why not let these people be the leaders of small groups and let them manage? "
this is the core of "amoeba management", that is, focusing on the leaders of each amoeba, let them make their own plans and rely on the wisdom and efforts of all members to achieve their goals. Each amoeba is an independent accounting unit, a sales team and a process. All amoebas are accounted and compared with the index of "profit per unit time". Through the formula of unit time accounting system, the operating performance of various departments, groups and even a person becomes clear and transparent.
Generally speaking, it is difficult for employees in large companies to have a real sense of their specific work results. They are often just a small cog in the huge system of the company. From this point of view, the added value per unit time is the motivation to motivate employees.
Therefore, the amoeba management is a full-participation management system, and every employee should fully grasp the objectives of the amoeba organization to which he belongs, make unremitting efforts to achieve the objectives in their respective posts, and realize their self-worth. The company will announce the added value of each group per unit time on a monthly basis, and the operating conditions of each group in that month, the profits created by each team member and group, and their percentage in the company's total profits, etc., can be seen at a glance.
kazuo inamori said: "Business operation is nothing more than a question of how to increase sales and reduce expenses, which is not complicated at all."
as long as we understand the principle of "exchanging the minimum expenses for the maximum sales", every employee can learn to operate. In fact, every employee in the company plays the role of an excellent operator when he returns home. They arrange all kinds of expenses reasonably according to their income, and deposit the rest in the bank for emergencies; At the same time, we should also consider large investment in houses and cars, and deal with issues such as children's education and supporting parents; When family members are involved in right and wrong, they should try their best to solve the problem as the head of the family. As long as you can do this, you already have the talents you need as an operator. It is through active authorization that Mr. Inamori guides employees to apply this ability to the operation of the company. In fact, this is amoeba management.
according to the current Baosteel specialty materials, the team construction has reached a certain level, so each team is a standard amoeba, each branch factory is a medium amoeba and each secondary factory is a large amoeba. Every leader of Amoeba is responsible for his employees. In addition, mobilizing the enthusiasm of every employee, achieving the mode of national operation, and striving to achieve maximum benefits at the lowest cost, will the bright future of Baosteel Special Materials be far behind?
thoughts on amoeba management 4
amoeba's business philosophy comes from kazuo inamori's thoughts on managing enterprises. With the development of enterprises, he feels that he can't manage them, so he wants to give full play to the wisdom and initiative of the group, and hopes that the leaders (responsible persons) of each organization can do their best for the development of enterprises like him. Pay attention to the maximization of enterprise profits, at the same time ensure the overall efficiency of the organization, and pay more attention to the fairness and cooperation among people within the enterprise.