---
title: "The Most Ruthless and Complete Enterprise Management Manual (Essential for Executives, Pure Dry Goods!)"
description: "Enterprise operation and management is a 'fine craft'—you must grasp the balance between management looseness and tightness: too loose leads to employee laxity and loss of control, while too tight stifles passion and creativity. The interplay between looseness and tightness reflects the art of operations and management. Efficiently managing employees is challenging but not impossible; the key is to find and follow the rules. Managing according to rules can tame unruly employees and invigorate inefficient teams. There is no shortcut to management. One of the heavenly rules: Establish the management philosophy that systems are above all."
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published: "2015-11-01"
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# The Most Ruthless and Complete Enterprise Management Manual (Essential for Executives, Pure Dry Goods!)

> Enterprise operation and management is a 'fine craft'—you must grasp the balance between management looseness and tightness: too loose leads to employee laxity and loss of control, while too tight stifles passion and creativity. The interplay between looseness and tightness reflects the art of operations and management. Efficiently managing employees is challenging but not impossible; the key is to find and follow the rules. Managing according to rules can tame unruly employees and invigorate inefficient teams. There is no shortcut to management. One of the heavenly rules: Establish the management philosophy that systems are above all.

Enterprise operation and management is a 'fine craft'—you must grasp the balance between management looseness and tightness: too loose leads to employee laxity and loss of control, while too tight stifles passion and creativity. The interplay between looseness and tightness reflects the art of operations and management.
Efficiently managing employees is challenging but not impossible; the key is to find and follow the rules. Managing according to rules can tame unruly employees and invigorate inefficient teams. There is no shortcut to management.
Heavenly Rule One: Establish the management philosophy that systems are above all.
Systems are the cornerstone of ensuring an organization's normal operation. Management that arbitrarily tramples on systems is doomed to failure. The most taboo and easily committed mistake for managers is to place personal will above the system. Over time, the system becomes a dead letter, and employee behavior and organizational operations will inevitably deviate irreversibly.
1. Establish a sound organizational structure
2. Establish strict employment procedures
3. Design a proper compensation system
4. Establish a competition mechanism
5. The establishment and improvement of systems should always be a top priority
6. Resolutely abandon the mindset that 'laws cannot be enforced when everyone is an offender'
7. Lead by example under the system
Heavenly Rule Two: Management authority leads to effective management.
Systems are a benchmark for management, but having systems and following them does not mean all problems are solved. The manager's personal authority also has a significant impact on management effectiveness. Of course, building authority is not achieved overnight; it requires managers to manage themselves well in multiple aspects.
1. Authority is the first element of management
2. Building authority requires tactics
3. Be cautious in making statements; say what you mean and do what you say
4. Influence subordinates with your own style
5. 'Lead from the front' when appropriate
6. Never act on emotion
7. Bear pressure yourself
8. Avoid actions that damage your personal image by using public office for private gain
9. Resolutely break up cliques
10. Show anger moderately
11. Distance creates authority
12. Use both kindness and severity with subordinates
Heavenly Rule Three: Treating everyone equally is a key management principle managers should always remember.
In fact, ordinary employees do not have high demands on managers; they are easily satisfied. As long as you treat every employee fairly and impartially, and accurately and objectively evaluate their work performance, they will be willing to follow your management. 'Treating everyone equally' is a common saying among the people, and it is also the management principle that managers should always keep in mind.
1. Fairness is more important than equality
2. Classify conflicts between employees before handling them
3. Resolve conflicts artfully
4. Learn to reduce conflicts of interest with employees
5. Recognize the dangers of factions
6. Replace 'internal friction' with competition
Heavenly Rule Four: Harmonious superior-subordinate relationships are the lubricant for improving management efficiency.
If subordinates resent their superiors and have a belly full of complaints, the manager's effectiveness will be greatly reduced. Conversely, if the relationship between superiors and subordinates is harmonious, subordinates will accept tasks happily and work diligently to complete them, leading to vastly different results. As a manager, you should know how to care for and protect your subordinates, and be their confidant, so that harmonious superior-subordinate relationships will naturally emerge.
1. Consider issues from the employees' perspective
2. Do not abandon subordinates in times of crisis
3. Provide necessary help to subordinates at critical moments
4. Act as a 'parent' to employees
5. Fill the enterprise with human touch
6. Put down your 'airs' when appropriate
7. Remember employees' names
8. Understand employees' personalities
9. Manage employees with emotion
10. Understand employee satisfaction
Heavenly Rule Five: Smooth communication can avoid management obstacles.
When it comes to communication, some managers shake their heads: 'I give orders and they execute; communication is not important. Besides, I have a thousand things to handle every day; how can I find time to communicate?' In fact, this common thought among managers is one of the reasons for many obstacles in the management process. Without communication, you cannot understand subordinates' true thoughts or the real situation of the enterprise, and you artificially widen the distance between you and employees. This is not a practice that wise managers would adopt.
1. Ensure effective communication and achieve information sharing
2. In communication, listening is more important than speaking
3. Broaden the channels for upward and downward communication
4. Being good at listening to opinions can unleash employee potential
5. Share happiness with subordinates
6. Courage to admit mistakes is a good way to achieve healthy communication
Heavenly Rule Six: Give subordinates the opportunity to express their personal opinions.
Whether ordinary employees have the right and opportunity to express personal opinions is one of the criteria for judging whether an organization operates healthily. Managers should create an atmosphere where everyone can speak freely, so that everyone in the organization feels they are an important part and will do their work happily. This is often more effective than strict management measures.
1. Create an atmosphere where subordinates dare to speak up
2. Let employees understand the actual situation
3. Identify employee dissatisfaction
4. Handle employee dissatisfaction correctly
5. Listen carefully to employee complaints
Heavenly Rule Seven: Appropriate incentives are the killer move for efficient management.
Every manager hopes that subordinates will invest 100% in their work and complete tasks efficiently. But at the same time, managers should understand that employee work effectiveness is directly related to the incentive methods you use. The era of managing through high pressure and coercion is long gone; using appropriate incentive methods is the killer move for modern managers to improve management efficiency.
1. Use appropriate incentives to stimulate the work ability of key staff
2. Give sincere praise for subordinates' outstanding performance
3. Heavily reward those with merit—a good way to motivate people
4. Master the timing and methods of rewards and punishments
5. Establish an efficient incentive system
6. Mobilize employees' enthusiasm
7. Use attractive 'titles' as incentives
8. If incentives are ineffective, find the reasons
9. Do not practice egalitarianism
10. Combine monetary incentives with spiritual incentives
Heavenly Rule Eight: Correctly view subordinates' strengths and weaknesses.
Everyone has strengths and weaknesses. If a manager only focuses on subordinates' weaknesses, then they will see weaknesses everywhere, and accordingly, your attitude toward employees will be only criticism and punishment. This is an extremely negative management mindset. Avoiding weaknesses and using strengths is the way of a wise manager.
1. Skillfully use the technique of tolerating and protecting weaknesses
2. Do not easily negate subordinates
3. Focus more on subordinates' strengths and less on weaknesses
4. Treat those who have opposed you correctly
5. Make subordinates' weaknesses work for you
Heavenly Rule Nine: Criticism with method is one of the essences of management art.
As leaders, managers inevitably have to criticize subordinates, but criticism should never be taken lightly. The purpose of criticism is to point out shortcomings and mistakes, and to expect correction. If your criticism only points out errors, or is merely an outlet for personal emotions, without achieving the goal of making the criticized person correct and others vigilant, it is a failed criticism. Therefore, criticism must have methods; it is one of the essences of management art.
1. Take seriously the issue of how to criticize employees
2. Pay attention to the methods and approaches of criticism
3. Criticize with love
4. Pointing out mistakes euphemistically is easier to accept
5. Do not reprimand subordinates in public
6. Short and powerful criticism is more effective
7. Use 'praise' to criticize
8. After 'harsh criticism,' do not forget to follow up
Heavenly Rule Ten: When it's time to act, dare to strike hard.
Every unit has some 'troublemakers' who may cause serious problems that endanger the management situation. Managers must not hesitate; they should dare to act, and when they do, they should strike hard, aiming to hit the mark and solve the problem in one blow.
1. Never hesitate when decisiveness is needed
2. Correct subordinates' mistakes with a clear attitude
3. Do not be a fence-sitter on matters of principle
4. Use effective methods to make the arrogant submit
5. Boldly wield the 'firing' stick
6. Sometimes accommodate for a while, sometimes intimidate once
Heavenly Rule Eleven: Without understanding delegation, you cannot get on the fast track of management.
If managers take on everything themselves, they may avoid some unnecessary mistakes in handling certain matters, but from a management perspective, it is a huge mistake. Because it turns all subordinates into yes-men lacking vitality and autonomy. The boss works to death, employees are idle; managers who do not understand delegation will, in their 'diligence,' put the enterprise or a department on the slow track.
1. Managers cannot do everything themselves
2. Not understanding delegation means not being a qualified manager
3. Delegating authority to subordinates requires strategy and skill
4. When delegating, treat major and minor powers differently
5. Be generous in promotions, let employees all become 'bosses'
6. Resolutely remove the many obstacles to reasonable delegation
7. Implement delegation in practice through support for subordinates
Heavenly Rule Twelve: Supervision after delegation is essential.
Delegation is not about letting go of power entirely; supervision, follow-up, and management after delegation are indispensable. Some managers often wonder why power always becomes chaotic when delegated and stagnant when taken back. The root cause lies in not properly handling the relationship between delegation and supervision.
1. Wise managers do not let go of power entirely
2. Limited suspicion is a good remedy to prevent delegation from getting out of control
3. Managers achieve effective monitoring of power through follow-up
4. Limit the power of those with high positions and great authority
5. Beware of 'reverse delegation'
6. Grasp necessary power to prevent delegation from getting out of control
7. Do not skip the 'checking work' step
Heavenly Rule Thirteen: Starting from the spiritual level is the golden key to opening the door of management.
For most ordinary employees, material treatment requirements are the most basic and quite important, but if you regard material needs as the only need of employees and base your management thinking on that, it is a big mistake. After satisfying basic material needs, the spiritual level is the real golden key to opening the door of management.
1. Unify the team's management goals with employees' personal goals
2. What needs most cultivation is employees' beliefs and spirit
3. Improve employee work effectiveness by raising the spiritual level
4. Make building management ethics a top priority in improving management ability
5. Grasping employee mindset is like finding the golden key to improving management effectiveness
6. Enhance the combat effectiveness of employees and the enterprise through corporate culture construction
Heavenly Rule Fourteen: Reasonably selecting and using talent is a necessary quality for managers.
What does management manage? Naturally, people. Managing different people with the same methods will yield vastly different results; this is the difference in selecting and using talent. Therefore, wise managers start implementing their management philosophy from the point of employing people. The most important thing in selecting and using talent is to achieve 'reasonableness.' Only when managers can do this can they be said to possess basic management qualities.
1. Only by selecting good people can you use talent well
2. Spare no effort to retain excellent talent
3. To poach talent, you must be willing to pay
4. When employing people, it is appropriate to be 'moderate' at times
5. Employ people according to their abilities, leveraging strengths and avoiding weaknesses
6. Managers should treat new and old employees differently
Heavenly Rule Fifteen: Have special tolerance for important employees.
Important employees are mostly capable people, and capable people often have a bit of arrogance. How to use such people is a yardstick for testing management ability. If used well, they can unleash tremendous energy, but using them well without a broad mind to tolerate others is difficult.
1. High salaries may not retain people
2. Find the reasons for employee turnover
3. Use 'alternative' capable people well
4. Warm words are more effective in retaining people
5. Retain people with 'technical levels'
6. Let employees be full of hope for the future
7. Make appropriate concessions
Heavenly Rule Sixteen: Maximize the release of team energy.
In NBA teams, if players cooperate tacitly, they say it's a team with 'chemistry.' Such a team may not have superstars, but its winning rate is often the highest. A good manager is one who has the means to turn stone into gold, creating chemistry among subordinates, thereby maximizing the release of team energy.
1. Build a solid management team
2. Team spirit is the guarantee of team stability
3. Employee unity is the premise for shaping team spirit
4. Balance cooperation and independence in the team
5. Encourage proactive work
6. Stimulate creativity and encourage innovation
Heavenly Rule Seventeen: Softness can sometimes produce better management results than hardness.
Hardness is more powerful—this is common sense in life, but in management work, being purely tough may not yield better results. On the contrary, some relatively soft, warm, and humanized approaches can make subordinates more submissive. As the saying goes, 'The human heart is made of flesh.' When you face warm hearts, softness indeed has more penetrating power.
1. Learn the management technique of overcoming hardness with softness
2. Leaders must first control their own temper
3. Turning opponents into supporters is true skill
4. Give subordinates who make mistakes a chance to atone
5. Mobilize subordinates' enthusiasm by resolving conflicts
6. 'Putting on a high hat' (flattery) is a clever management technique
Heavenly Rule Eighteen: Grasp the management scale of looseness and tightness.
Management is a 'fine craft,' and one manifestation is that you must grasp the balance between looseness and tightness: too loose leads to employee laxity and loss of control, while too tight stifles passion and creativity. The interplay between looseness and tightness reflects the realm of management art.
1. Do not let your instructions become a dead letter
2. Both rewards and punishments should be based on performance evaluation
3. Correctly view situations where subordinates fail to complete tasks
4. Use close supervision to create a strong sense of urgency in everyone
5. Use timely punishment and praise to show a clear stance on matters of principle
6. Perfectly combine 'looseness' and 'tightness' through coordination
7. Learn to hide behind the system and manage people with 'inaction'
Heavenly Rule Nineteen: Playing dumb can help you manage more clearly.
A manager must be a clear-headed person: discerning truth from falsehood, distinguishing good from bad; but a manager must also be a 'fool': avoiding what should be avoided, yielding what should be yielded. It is easy for a manager to be clear-headed, but difficult to be a 'fool,' because the former requires ability and knowledge, while the latter requires a broad mind.
1. Some things really need to be played dumb
2. Play dumb, but do not be truly foolish
3. Use fuzzy thinking to cleverly avoid problems
4. Pushing credit and taking blame is also a 'foolish technique'
5. Never compete with employees for credit
Heavenly Rule Twenty: Manage details well, and things will be done well.
Managers must not only manage big matters but also small ones. This does not contradict the delegation principle mentioned earlier, because some details and small matters are equally important and are the key points of the problem. Only when the key points are grasped can everything be clear. Manage these important details well, and things will be done well.
1. Control emotions when dealing with small matters in management
2. Leadership work cannot ignore subordinates' individuality
3. Criticizing subordinates behind their backs is a foolish act
4. Release positive signals in the right way
5. Pay attention to the details of every word and action in work
Heavenly Rule Twenty-One: Use different means to pursue different management effects.
Management requires 'means,' and there is no need to deny this, because managers face complex situations and often need to solve difficult problems. Managing everything in a simple, straightforward way will put you in a passive position. At such times, using some tricks and means, as long as they are not aimed at harming others but at solving problems, is not a bad thing.
1. Learn to control your expressions and emotions
2. Why do newly promoted managers become 'arrogant'
3. Do not underestimate the role of 'pushing'
Heavenly Rule Twenty-Two: Continuously improve overall competitiveness through training.
Many managers are talented and capable, but their understanding and practice of employee training are far from the requirements of modern management systems, and they even hold a negative attitude toward employee training. In fact, training is an investment with high returns. If managers do not value employee training, it is impossible for the enterprise to develop sustainably.
1. On-the-job retraining is equally important
2. Learn while doing, teach by example
3. Treat continuous learning as a work requirement
4. Let employees achieve self-improvement through training
5. Establish a long-term talent development plan
**-END-**
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