Focusing on repetition is the key to success of enterprise management

When it comes to family business, many people think of these words: family workshop, backward and closed, cronyism and so on. It is considered that it is only a low-level form of enterprises, and will be eliminated by modern enterprises. In fact, this view is very one-sided. No matter in developed countries or developing countries, family businesses account for a large share of the total number of enterprises. Those world-famous enterprises, such as Rockefeller, Morgan, Ford, Wal Mart, Toyota, Sony, Hyundai, etc., which are familiar to all of us, are all family businesses. In the world's top 500 enterprises, family businesses account for 37%; in the world's top 500 enterprises, family businesses account for 37% In the United States, family business accounts for 75% of the total number of enterprises, and its output value accounts for 40% of the GDP. In the world, family business accounts for 80%, and in China's private enterprises, family business accounts for more than 90%. At present, the annual output value of China's private enterprises has reached 52% of China's GDP, absorbing more than 70% of the new employment population. Therefore, in a certain sense, it is family enterprises that support half of China's GDP and become the main force to expand employment and promote social harmony. The wide existence and rapid development of family business has become an economic force that can not be ignored in China.

据统计，美国的家族企业中，传到第二代的占30％，传到第三代的占12％，而传到第四代的仅占3％，家族企业的平均寿命为30年。也就是说，即使是在美国那样经济发达的市场经济环境下，绝大多数家族企业也做不到“百年老店”。而在中国，家族企业的寿命更为短暂，甚至很多家族企业“夭折”。据商务部的统计数据，每年有15万家家族企业诞生，但同时有10万家死亡，平均寿命只有2.9年，因此家族企业能否实现可持续增长、实现永续经营已经成为我国经济研究一个不可忽视的重要课题。

According to statistics, 30% of family businesses in the United States reach the second generation, 12% reach the third generation, and only 3% reach the fourth generation. The average life span of family businesses is 30 years. That is to say, even in the developed market economy environment like the United States, the vast majority of family businesses can not be "century old stores". In China, the life span of family business is even shorter, and even many family businesses "die young". According to the statistics of the Ministry of Commerce, 150000 family businesses are born every year, but 100000 die at the same time, with an average life of only 2.9 years. Therefore, whether the family businesses can achieve sustainable growth and sustainable operation has become an important issue in China's economic research.

很多管理专家都将我国中小企业的短命归咎于企业内部的人情化管理，认为它是我国中小企业的死亡基因。企业内部的这种人情化真的是有如洪水猛兽般可怕吗？难道人情化管理一定会是必败无疑吗？

Many management experts attribute the short life of small and medium-sized enterprises in our country to the humanized management inside enterprises, and think that it is the death gene of small and medium-sized enterprises in our country. Is this kind of humanization inside the enterprise really as terrible as a flood? Is human relationship management bound to fail?

其实，无论是青出于蓝的“父子兵”式的家族企业、举案齐眉的“夫妻档”式的家族企业、还是志同道合的“好汉帮”式的家族企业，在创业初期几乎都有这样的经历：公司因为资金有限，创业几乎可以说全靠家族情意。不少家族企业就是靠“心往一处去，劲往一处使，力往一块拧”的情感，凭着高效率和低成本优势逐步形成规模并发展壮大的。但随着公司壮大、人员增多，新的问题就来了：因为大家生活关系都是“姑姨侄舅”的，甚至有的还是一起“打天下”的“兄弟”，使得企业笼罩在一种浓厚的人情氛围里，大家都习惯了一切都商量着来，习惯了有错私下解决，习惯了自由散漫、各自为政，而企业规模不断扩大后，公司必然要规范管理，这时候发现不利于企业发展的文化已经形成了，除了老板，其他人的话都不听；犯了错，想起以前种种的好，怎么也不忍心不给他面子，怎么也不忍心拿他开刀？可不动刀，无规矩，难以成方圆，企业以后还怎么发展下去？于是，家族企业的人情化管理普遍面临进退两难的尴尬境地。

In fact, no matter the family business of "father and son soldier" type, the family business of "husband and wife file" type, or the family business of "hero Gang" type with the same aspiration, there are almost such experiences in the early stage of starting a business: because of the limited capital, the company almost relies on the family sentiment to start a business. Many family businesses rely on the emotion of "heart to heart, effort to make, effort to twist" to gradually form scale and grow with the advantages of high efficiency and low cost. But as the company grows and the number of employees increases, new problems arise: because everyone's life relationship is "aunts, uncles and nephews", and even some of them are "brothers" who "fight for the world", which makes the enterprise shrouded in a strong atmosphere of human feelings. Everyone is used to discussing everything, to solving mistakes in private, to being free and independent, and the enterprise After the continuous expansion of the scale, the company must standardize its management. At this time, it is found that the culture that is not conducive to the development of the enterprise has been formed. Except for the boss, other people will not listen. If you make a mistake and think of all the good things before, how can you not bear not to give him face or cut him? Can not be fixed knife, no rules, difficult to achieve a round, how can the enterprise develop in the future? As a result, the human relationship management of family business generally faces a dilemma.

中国的历史文化和人文特点决定了中国是个人情社会，“人情关系”在家族企业里显得更为突出，摒弃一切的人情因素，实行完全的制度管理显然也是不切合实际的，有的家族企业在实施制度管理后甚至出现了“家族成员带头闹事”“皇亲国戚享受特权”等怪现象。而如果严格按制度执行，员工在企业工作感觉像生活在“电网”中，积极主动性严重受挫，安全感缺乏。

The historical, cultural and humanistic characteristics of China determine that China is a society of personal feelings. The "relationship of human feelings" is more prominent in family businesses. It is obviously impractical to abandon all human factors and implement complete system management. After implementing system management, some family businesses even have strange phenomena such as "family members take the lead in making troubles" and "royalty and relatives enjoy privileges" 。 If the system is strictly followed, the employees feel like living in the "power grid" in the enterprise. Their initiative is seriously frustrated and their sense of security is lacking.

其实，人情是人际关系的“润滑剂”，即使你的员工在流程上违反了规定，按照规定你追究了他的责任，罚了他的款，但下班之后由于你们的情感关系，好好地沟通一下，说明一下，甚至喝上两杯，员工心里的阴影和不快感也可能顿时就会烟消云散。制度是工作规范的“导航仪”，没有制度、没有流程规定，每个人都只按照自己的思路，凭借自己个人的想法，每个人都可以朝不同的方向去做，这样企业的管理思路及方法就不能集中，甚至产生内耗。因此很难打造强有力的核心管理团队，当然就很难提升企业自身的核心竞争力。所以说，人情和制度有效结合才是我们企业管理重要的“核武器”。

In fact, human relationship is the "lubricant" of interpersonal relationship. Even if your employee violates the regulations in the process, you investigate his responsibility and punish him according to the regulations, but after work, due to your emotional relationship, communicate well, explain, even drink two cups, the shadow and unhappiness in the employee's heart may disappear immediately. System is the "Navigator" of working standard. There is no system or process regulation. Everyone can only follow their own ideas and rely on their own ideas. Everyone can do it in different directions, so that the management ideas and methods of the enterprise can not be centralized, or even produce internal friction. Therefore, it is difficult to build a strong core management team, of course, it is difficult to enhance the core competitiveness of the enterprise itself. Therefore, the effective combination of human feelings and system is an important "nuclear weapon" for our enterprise management.

人情过度，人性随意则无规矩，所以要制度；制度过度，人性束缚则无创造，所以要人情。只有人情与制度配合恰到好处，才能最大程度的激发员工潜能。 我们服务过的一家企业曾有这样一个现象：公司业绩最好的业务员张小武上班总是迟到，屡教不改，按制度罚，恐其逆反，影响业绩；不加以管制，却难以服众，影响其他员工。怎么办？

Excessive human relationship means that human nature has no rules at will, so we need system; excessive system means that human nature has no creation, so we need human relationship. Only when the human relationship and the system are properly coordinated can the potential of employees be maximized. One of the enterprises we served once had such a phenomenon: Zhang Xiaowu, the salesman with the best performance of the company, was always late for work and refused to change after repeated education. He was punished according to the system, fearing that he would rebel and affect his performance; he could not be obeyed without being regulated, which would affect other employees. What