How To Improve The Sense Of Identity Of The General Staff?

< p > < strong > answer 1: < /strong > < /p >.

< p > > a href= "http://www.91se91.com/news/index_c.asp" > system > /a + + atmosphere + leadership + leading by example + constantly strengthening staff's sense of responsibility = habit < /p >

< p > the company that I have stayed before has such a good habit. Even if your officer is bigger, he will tell you that the tag has not been carried and the shoe covers are not worn.

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< p > remember a case of MBA, a female doorman of IBM, because the president and Prince of Saudi Arabia wore the wrong color tag, and was blocked out. Finally, the tag was allowed to enter the factory area < /p >.

< p > < strong > answer two: < /strong > < /p >.

< p > TOYOTA factory, every a href= "http://www.91se91.com/news/index_c.asp" > employee < /a > will do a fork recognition action (with fingers pointing to the left side, then pointing to the right side), to ensure that there is no vehicle passing through the intersection, and during the course of the visit, you are asked to do so. In DuPont, all employees have formed the habit of walking up and down the stairs to hold the handrail. During the visit, we constantly remind us to go up and down the stairs to hold the handrail, so long as you do not see it, you will come up immediately.

DuPont also remembered that a friend once said that DuPont would go out to eat, go up and down the stairs of the hotel, would be automatically lined up in a row, clenched the handrails to the right, and could see it at a glance.

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< p > it can be seen that following the system to the end, a culture will be formed, so that no one will deliberately violate the system after the formation of culture.

To form culture, we must rely on leadership to lead by example, and insist on persisting.

Everything is going to work.

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< p > < strong > answer three: < /strong > < /p >.

< p > < a href= "http://www.91se91.com/news/index_c.asp" > employee < /a > identification system has two cores: one is to be recognized when making; two, when executing, the leader must take the lead.

This is like a citizen's compliance with laws and regulations. He should listen fully to the views of the community in the legislative stage, rather than clap his head on several expert leaders. At the stage of implementation, everyone must be equal and no special group.

Speaking of this, I believe that it is clear that employees should abide by the system and the key is the managers who make the system.

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< p > so when you ask this question, have you checked whether you have followed the system first? A company advocating equality for all is also divided into large and small canteens during meals. I think it can't be done well.

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< p > < strong > answer four: < /strong > < /p >.

< p > I also have a similar story.

I remember more than ten years ago when I was the general manager of an American funded factory in China, I insisted on visiting the mayor and other leaders in accordance with the general procedures for registration.

At that time, a retired veteran cadre thought I was in great trouble.

But after visiting the factory, the city leader said to me, "I appreciate your management and persistence. As long as the supervisor set an example, he insists, persists and persists."

Your management concept is worth learning, and it also brings me an eye opener! < /p >