The difficulty of management lies in the grasp of scale. An enterprise is like a complex living entity that needs to strike a delicate balance between expansion and control, centralization and decentralization, teamwork and respect for individuality. Excellent management is often not an either-or multiple-choice question, but rather an art of how to enable both sides of a conflict to promote each other in opposition.

System and Flexibility: Management Wisdom That combines firmness and flexibility

The essence of management: seeking dynamic balance amid contradictions

An enterprise is essentially an organism composed of multiple contradictions. The game between expansion and efficiency is one of the more classic contradictions in enterprise management - emphasizing expansion may sacrifice short-term efficiency, while over-focusing on efficiency may suppress the momentum of development. Equally thorny is the dilemma between teamwork and individual innovation: emphasizing teamwork may suppress individual creativity, leading to talent loss; However, overencouraging individuality may undermine the spirit of collaboration and make cross-departmental projects difficult to proceed. These contradictory entities are like the two forces of a pretzel, seemingly moving in opposite directions but actually complementing each other.

2. System as the foundation, flexibility as the wing: The symbiosis of rules and flexibility

Systems and flexibility are the two pillars of enterprise management. A team without rules is like scattered sand and is difficult to form a united force. However, overly strict systems can act like a restraining spell, stifling the creativity and initiative of employees.

An excellent enterprise system should be like a flexible net: it can not only hold the bottom line and prevent behavioral misconduct, but also provide sufficient space for trial and error and innovation.

When an enterprise grows to a certain scale, the distribution of power becomes an unavoidable issue. Excessive centralization of power can lead to inefficient decision-making and insufficient vitality at the grassroots level. Excessive decentralization, however, may lead to internal consumption of resources and even result in the chaos of "feudal lords' separatism".

03. Centralization with moderation and decentralization with propriety: The art of balancing power distribution

The distribution of power also needs to be precisely grasped. Excessive centralization suppresses vitality, while excessive decentralization leads to internal friction. Tencent's "horse racing mechanism" demonstrates the art of centralization and decentralization: the headquarters controls the strategic direction, while business lines enjoy full autonomy. This "centralized decision-making + decentralized operation" model not only maintains overall coordination but also stimulates the vitality of individual units.

Excellent management is like weaving a flexible network, establishing a dynamic balance between rules and innovation, control and delegation. This ability to balance is precisely the core code for the continuous development of an enterprise.

Three common contradictions in management and the way to balance them

In the operation and management of enterprises, managers often have to confront various management contradictions that are both mutually restrictive and interdependent. Whether these contradictions can be properly handled is directly related to the survival and development of the enterprise. The following are three of the most representative management contradictions and their coping strategies.

The contradiction between scale expansion and efficiency improvement

The pursuit of scale expansion often temporarily affects the profit level, while excessive focus on short-term benefits may restrict long-term development. To solve this contradiction, a "phased and differentiated strategy" needs to be adopted: focus on scale growth during the development period and appropriately relax the profit requirements; In the mature stage, the focus shifts to efficiency first, and profitability is enhanced through refined management. The key lies in grasping the development pace well and adopting differentiated resource allocation strategies at different stages.

The contradiction between team collaboration and individual innovation

Organizations need both efficient teamwork and the exertion of individual creativity. An effective way to handle this contradiction is to establish a "structured flexibility" mechanism: maintaining uniform standards in goal setting and key processes, and providing moderate autonomy at the execution level. For instance, a dedicated innovation incentive mechanism can be established, allowing employees to invest a certain amount of time in innovation attempts on the premise of completing their own duties.

The contradiction between institutional norms and flexible adaptability

A standardized management system is the foundation for the orderly operation of an organization, but excessive rigidity will hinder innovation. The best practice is to establish a management model of "bottom-line control + flexible space" : clearly define the red line requirements that cannot be crossed, and maintain a moderate degree of flexibility in specific operation methods. For instance, a hierarchical authorization mechanism can be established, where personnel at different levels have the autonomy to make decisions within their respective authority scopes.

Excellent management is not an either-or multiple-choice question, but rather seeking unity in opposition. Managers need to find the best balance point between the two conflicting parties based on the development stage, business characteristics and team conditions. This dynamic balance ability is precisely the essence of excellent management.

When managing affairs, one should be meticulous; when dealing with people, one needs to be moderate

The core essence of management lies in handling matters and people with different scales. When managing affairs, one should uphold a meticulous spirit; when dealing with people, one should leave some leeway. The two complement each other, and only in this way can efficient management be achieved.

Being meticulous about things is the cornerstone of management. Work standards must not be ambiguous, and process norms must be rigorous. The quality control of every link and the advancement of each task's milestones all need to be precise and in place. If requirements are relaxed during the execution of affairs, it may seem lenient, but in fact, it is a slackness towards the overall goal. Being meticulous does not mean being overly critical. Instead, it means treating every task with a professional attitude to ensure that the outcome meets expectations and lay a solid foundation for the team's development.

Treating people with moderation is the warmth of management. People are not machines; they have emotions and thoughts. Management should take into account both principles and flexibility. When employees make mistakes, the reasons should be understood first and opportunities for improvement should be given. In terms of ability cultivation, it is necessary to provide space for trial and error and encourage exploration and innovation. Excessive control can suppress enthusiasm, while appropriate letting go can instead stimulate potential. Moderation does not mean letting things go unchecked. Instead, it is about respecting individual differences and guiding and empowering team members to grow and unite their efforts.

The meticulousness in handling affairs and the moderation in managing people are essentially a management wisdom that combines firmness and flexibility. Maintaining this balance can not only ensure the smooth progress of work but also invigorate the team, enabling it to move forward steadily under the guidance of the goal.

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