---
title: "What Is Management? Management Is About Repeating and Repeating!"
description: "As managers, we are often overwhelmed by the constant stream of new management concepts and tools, fearing we might be left behind. However, management is not mysterious; successful companies often rely on a simple principle: repeat and repeat. This article explains why repetition is essential, how to address recurring issues, and how to implement this approach effectively."
author: "木子斫"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-08-28"
language: "en"
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# What Is Management? Management Is About Repeating and Repeating!

> As managers, we are often overwhelmed by the constant stream of new management concepts and tools, fearing we might be left behind. However, management is not mysterious; successful companies often rely on a simple principle: repeat and repeat. This article explains why repetition is essential, how to address recurring issues, and how to implement this approach effectively.

As a manager in a company, we all know that there are so many new management concepts, ideas, methods, and tools that constantly surround us in the workplace. They enter our视野 through various information channels, bringing not excitement but anxiety. Yes, anxiety! Why? Because we worry that we might be eliminated by this era. In fact, this worry is unnecessary, because from a large number of enterprise cases, it is clear that management is not so mysterious. The management experience of many successful companies can be summarized in six words: repeat, and repeat. Yes, management is that simple.

First, why do we need to "repeat"?

In a company with a certain scale, relatively stable business, and sound systems, we all have this experience: for some important work, we must repeatedly emphasize it. We not only need to explain the purpose and significance of the work but also explain the methods and ways to do it well, so that execution does not deviate. "Repeating" also means gradual refinement and continuous progression. Through repetition, some work gradually moves from low to high level, from small to large scope, and from low to high quality.

Practice has also proven that only by repeating can the company's various systems be implemented and work items be carried out; only by repeating can employees' bad habits be changed, improving everyone's professional quality, and thus enhancing the professional ability of the workforce; only by repeating can the prescribed processes be solidified and gradually optimized; only by repeating can a good atmosphere gradually form and a good corporate culture be built. "Repeating" is the necessary path for management to achieve a qualitative change from quantitative change. This is what we as managers should understand.

Second, why do we need to "repeat"?

"Repeating" and "repeating" are dialectically unified. "Repeating" is to continuously and persistently emphasize and strengthen work, while "repeating" is to solve problems that arise during the process of repetition. For some problems in work, through our repeated emphasis, the problems are solved and work is advanced. However, after a short time, the same problems will occur again, so we need to "repeat" to address them. "Repeating" is a necessary means to achieve a spiral rise in management.

The process of "repeating" is also a process of reflection for managers. We need to think: why did this problem occur again? Is it a human problem or a system problem? Is there a loophole in management or is supervision not in place? Is there a gap in training and education, or is the economic punishment not severe enough? What measures should be taken to avoid future occurrences? These questions require serious thinking by managers. In the process of "repeating," we improve our management and also enhance our own abilities as managers.

Third, how to carry out "repeat and repeat"?

We should clearly recognize that in today's workplace, especially in heavy physical labor positions in traditional manufacturing enterprises, the overall quality of the workforce is generally not high, professional ability is generally poor, and professional quality needs urgent improvement. This is the reality that managers need to face. Leading the team well and managing people well is an important responsibility of managers. How to use the work method of "repeat and repeat"?

First, implement the system strictly. Most company systems have been revised and improved over many years and are highly targeted. Wherever the system has clear provisions, managers at all levels must strictly implement them; where the system has no clear provisions and exceeds personal authority, approval procedures must be followed. Whether it is a department, a branch company, or a workshop or section manager, no one can arbitrarily change the system.

Second, proceed from the overall situation of the company. The overall situation is the direction, and the direction cannot be wrong. Some problems may be handled appropriately in a workshop, a section, or a unit, but from the perspective of the entire company, they are wrong. Some problems are principled, and principled problems cannot be flexible. For example, theft, regardless of the value of the stolen items, is absolutely intolerable in a company. Therefore, when dealing with such problems, managers at all levels cannot be soft-hearted.

Third, improve the management ability of managers. "Repeating" and "repeating" are work methods. "Repeating" emphasizes the initiative and sense of responsibility of managers; "repeating" emphasizes the courage and responsibility of managers. "Repeating" requires drive, and "repeating" requires resilience. Therefore, we must continuously improve our management ability in practice, not only taking initiative and being proactive but also managing boldly and solving problems.

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