What Is The Secret Of Management Of Lin Rongzhou, Chairman Of Mu Lin Sen Group

Recently, the sixteenth Fujian outstanding entrepreneur selection activities were officially announced, 98 business managers were commended, and Mr. Lin Rongzhou, chairman of the wood forest group, was awarded the title of "outstanding entrepreneur" in Fujian province.

When you were a teenager, you started business.

As a peddler and a company, he finally devoted his most precious time to the shoe business.

In the hard times of shoes or luxury goods, Lin Rong Zhou grew up step by step from scratch, and when shoes became a market economy for fast moving products, he used his inherent spirit of innovation to lead enterprises to overcome one difficulty after another.

In 1998, he founded the brand of "Mu Lin Sen".

The market is determined to build "century old enterprise" and "Chinese national brand".

As early as 2011, the brand value of Mu Lin Sen has already exceeded 5 billion 680 million yuan, and terminal stores all over the country totaled 3000.

From 2015, under the guidance of Lin Rongzhou, Mr. Lin Rongzhou fully integrated the marketing business and striving to create a terminal store of "the offline entity store + online community store" in the era of business crossing, and provide the service for the old customers to buy the same kind of shoes at home.

Under the environment of economic downturn and continuous deterioration of operating risks, the wood forest group has maintained steady and rapid growth.

Ask Lin Rongzhou about his business secrets.

He said frankly that he was actually a word "man".

In the course of Lin Rongzhou's 20 years of entrepreneurship, he gradually summed up the management method with personal characteristics.

The essence of enterprise management is humanized management.

"Running an enterprise is human nature management. Human nature management is the most effective management.

Everyone is eager to be satisfied, respected, affirmed and realized the value of life.

Lin Rongzhou thinks, at present, a considerable number of enterprises' humanized management is a mere formality.

Humanized management evolves adult emotional management.

So what is the real humanity management of an enterprise?

In Lin Rongzhou's view, the so-called humanized management is to highlight the status and role of human beings in the whole process of management, to enhance the position of human factors to the initiative position, and to give full play to the dynamic factors of human beings.

"Taking people as the core of management activities, respecting human nature, satisfying people's reasonable needs, arousing people's enthusiasm, arousing people's enthusiasm, and finally playing the creativity of human beings."

Lin Rongzhou said.

There are quite a few examples in this case: he holds a birthday party for his employees; the annual joint hospital provides physical examination and voluntary consultation for his employees; he builds library and cultural activities room in his employees' living area, leads his staff to participate in public welfare activities such as tree planting, and strives for good resources for his children.

Through a series of activities, let employees

This city is full of sense of belonging to this family.

Democratization is the foundation of humanized management.

Lin Rongzhou realized very early that letting employees participate in decision-making is of great importance to enterprise management.

Take the shoes of shoes, as an example, the product line is from the wooden shoes, cloth shoes, outdoor shoes and so on.

Each product line operates independently on the basis of maintaining the reputation of the wood forest group.

Brand operators have relatively independent authority, and each sub category is self-contained, forming a healthy closed loop of ecology.

"Empowerment is not delegated authority, authorization is to be supervised; only by empowerment can your subordinates have a sense of responsibility. He feels that he is shouldering heavy responsibilities. Without authorization, he feels that even if he does something wrong, he has nothing to do with him. He will feel that this is not what I have decided to do; only by authorization can we achieve results, and thanks to our achievements."

Lin Rongzhou said.

Now Lin Rongzhou has more work and energy in coordinating and organizing the maximum utilization of resources between the various subsidiaries within the group, giving full decentralization and not letting go, integrating the subsidiary company with independent management power into a customer service system to promote the effect of 1+1>2.

"Vary from person to person" is an important means of humanized management.

"Humanized management does not mean letting employees flow without management.

Instead, we set a principle that we should manage and guide people in different places on the basis of complying with this principle.

Just like the five elements of gold, wood, water, fire and earth, they are mutually compatible.

One of the shortcomings is probably the advantage, the key is to see how leaders can tap their advantages, "Lin Rongzhou said.

Lin Rongzhou believes that the management of Chinese enterprises is deeply influenced by the essence of ancient excellent culture. We should build a humanized management mode that accords with the characteristics of Chinese enterprises, that is, we must pay attention to the natural side of human beings and take into account the actual situation of enterprises.

The three principles of emotion, reason and law are in line with the basic principles of humanized management in modern enterprises.

"As an enterprise manager, you may want your employees to be more dedicated and more dedicated. Eight hours of labor can create 10 hours of value, and also actively work overtime during holidays.

For most employees, work is not the whole of their lives.

Each employee is first an individual pursuing self-development, then a professional worker who has a professional division of work.

They are more willing to show their individuality and value in their work rather than work in the environment where everything is arranged and supervised constantly. "

Lin Rongzhou believes that the trick for managers to do well in management is to stand at the other side's point of view rather than forcing employees to comply with the system.

"Managers who understand management, human touch and affinity are increasingly being loved and followed by more employees."

When Lin Rongzhou talked about how he kept those employees over 5 years old, he concluded.