英語-胖東來以人為本的的管理模式分析

-4-ChapterOneIntroductionInrecentyears,newsofemployeesjumpingoffbuildingsandentrepreneurscommittingsuicideisverycommon,whichmakespeopleembarrassed.Lookingbackatthistragicfact,wehavetonotetherealitythatChinesecompaniesarefacingacrisisoflife.Asthecrisisapproaches,someinsightfulpeoplehavebeguntoexploreandresearchoncorporatecomfortandemployeehappiness.Whatisacompanythatmakesemployeeshappy?Anenterprisethatmakesemployeeshappyisanenterprisethattakes"people-oriented"asthecorecultureandtypicalcharacteristicstocreatehappinessforthesocietyandemployees.Buildingahappyenterpriseisnotonlythecoreneedofeveryemployee,butalsotheobjectiveneedofsustainabledevelopmentoftheenterprise,anditisalsothesocialresponsibilityoftheenterprise.Thefocusofpeople-orientedenterprisemanagement,peoplearenotonlytheobjectofmanagement,butalsoconstituteanimportantpartoftheenterprise,soitisnecessarytobepeople-oriented,givefullplaytothesubjectivityofhumanisticmanagementthinking,whichisthemaincontentofhumanisticideologicalmanagement.Thehealthygrowthofanenterpriseisinseparablefromthehardworkofemployees,andthehappylifeofemployeesisinseparablefromthehealthydevelopmentoftheenterprise.Therefore,itcanbeknownthatthecoreofhumanisticmanagementthinkingistointegratehumannatureandmanagement,whichisalsoanimportantcontentofthehealthydevelopmentofenterprises.Pangdonglai,foundedinMarch1995,aftermorethan20yearsofdevelopment,Pangdonglaihasbecomeawell-knownandreputablecommercialretailenterpriseinHenanbusinesscommunity,coveringprofessionaldepartmentstores,electricalappliances,supermarketchainenterprises.Thecompany'soperation,employeemanagementandotheraspectshavedetailedenterprisespecifications,andthedegreeofstandardizationishigh.Pangdonglaiemployeeincentiveiscommittedtomakingemployeesworkandlivehappily,incomeishigherthanpeers,employeeevaluationisobjectiveandreasonable,andpublicityoflifeandworkbalancearethemaincharacteristicsofPangdonglaiemployeemotivation.Pangdonglaiisextremelywell-knowninChina.Since1993,froma40-square-metersmokehotel,totoday,theannualsalesaremorethan5billion.In2008,therewasadatainChina'sretailindustrythatshowedthattheaveragesalesorprofitperpersonandtheaveragesalesorprofitbyarearankedfirstinChina,andallcommercialenterprisesinChinawerealsoamongthetopten,includingtheworld-famousbrandsweknowWal-Mart,Carrefour,andYichuLotus.Asanenterprisewithalonghistoryofdevelopment,Pangdonglaihasformeditsownsetoflong-termsolidifiedmanagementconceptsandbusinessmodels,YuDonglaibelievesthatasaprivateenterprise,onlycontinuousinstitutionalinnovation,getridoftheinherentmodelathomeandabroad,breakthroughthetraditionalboxandlimitations,adaptmeasurestolocalconditions,changeinatimelymanner,explorethegovernancestructuresuitablefortheirowncompany,DonglaiandBigFatstoremanagerYuanXuefangandbeautifulemployeestogetherPayattentiontotheconstructionoforganizationalculture;Innovativebusinessphilosophywillensurethevitalityofenterprisedevelopment.Nowadaysservicesdynamicworldmakesmarketingpromotionsimportantmorethanlasttimes.Aserviceshouldbedesignedbasedonthecustomerneedsanditspriceisrealistic.ItalsoisnecessarythattheservicesbedistribuiedthroughconveniencedistributionchannelsandbeadvertisedamongcustomeractivelyNewcompaniesshouldattempttoregulatetheirproductspriceappropriatelyandalsomakecommunicationaleffortssoexactlythatbeabletomakepositionforthemwhichisattractivefortargetmarketcustomers.YuDonglaihasbeencommittedtoturningtheenterpriseintoaPangdonglai"bigfamily"fulloftrustandwarmth,andallemployeesarefamilymembersinthisbigfamily.ChapterTwoTheTheoreticalBasisofPeople-OrientedManagementModeHumanmanagementpracticeandhumansocialdevelopmenthavealonghistorytogether,butthemanagementconceptandmanagementstyleofenterprisesaredifferentatdifferentstagesofhistoricaldevelopment.Aftertheindustrialrevolution,enterprises,asthebasicformofeconomicorganizationinmodernsociety,haverapidlydevelopedintoanimportantforceforsocialdevelopment.Atpresent,enterprisesareboundtoadoptcertainmanagementmethodsinordertoachievetheirproductiongoalsandrealizethegoalsofeducatingpeople,shapingpeopleanddevelopingpeoplewhilemakingprofits.People-orientedmanagementisthekeytoimprovethecorecompetitivenessofenterprises,enterprisesbegantochangetheprevious"object-centered"managementconcept,humanresourcesasthecoreelementsoftheenterprise,people-orientedmanagementideasintheprocessofenterprisedevelopmenthasaveryimportantvalue,andgraduallyimprovetheperformanceofenterprises.[1]2.1TheConceptofPeople-OrientedManagementModeTheso-calledpeople-orientedmanagementisdifferentfromthetraditionalmanagementmodeof"seeingthingsbutnotpeople"orusingpeopleastoolsandmeans,butonthebasisofadeepunderstandingoftheroleofpeopleinsocialandeconomicactivities,ithighlightsthestatusofpeopleinmanagementandrealizespeople-centeredmanagement.People-orientedmanagementideaistotakeemployeesasthemostimportantresourcesoftheenterprise,toarrangethemostsuitableworkscientificallywiththecomprehensivesituationofemployees'abilities,strengths,interestsandpsychologicalconditions,andtofullyconsiderthegrowthandvalueofemployeesinthework,tousescientificmanagementmethods,andtoenableemployeestofullymobilizeandgivefullplaytotheirworkmotivationthroughcomprehensivehumanresourcedevelopmentplansandcorporatecultureconstruction.Inordertoimproveworkefficiency,increaseworkperformanceandmakethegreatestcontributiontoachievethedevelopmentgoalsoftheenterprise,weusescientificmanagementmethodsandcomprehensivehumanresourcedevelopmentprogramsandcorporatecultureconstructiontoenableemployeestofullymobilizeandgivefullplaytotheirworkinitiative,initiativeandcreativity.Inbusinessmanagementactivities,peoplearethemainbodyofmanagementactivitiesandtheobjectofmanagementactivities.2.2TheCurrentSituationoftheEnvironmentofPeople-OrientedManagementModeIntheretailindustry,Pangdonglaiisthefirstcompanytooperateretailasacultureandtreatgoodsasworksofart.Unlikeothercompetitors,Pangdonglaifocusesonupgradingthecustomer'sshoppingenvironment.Inordertomakeshoppingeasierandmoreconvenientforcustomers,alargenumberofnewequipmenthasbeenaddedtothecashregister,freshfruitareaandbagstoragearea.Pangdonglaihasalsore-examinedandfullyimprovedthestructureofcommodityplacementinanall-roundway,whichgreatlycaterstotheneedsandhabitsofdifferentconsumers.HestrivestomakethemallintoamuseumofgoodsandacommercialLouvre,sothateverycustomercanenjoytherichartisticbeautyandcommercialbeautyhere.2.3PrinciplesofPeople-OrientedManagementModeAdheretotheprinciplethattheprimarymanagementofenterpriseorganizationsisthemanagementofpeopleFromtheviewpointofmanagementcontent,peoplemanagementemphasizesunderstandingandmeetingpeople'sneeds,focusingoninterpersonalcommunicationandinteractioninwork,focusingonthecultivationofcollectiveconsciousnessofenterprisepeopleandparticipationinmajordecisionsoftheenterpriseandtheteam,aswellasmotivatingandimplementingpowerchangeleadershipforenterprisepeopleaccordingtotheirworkperformanceandtheinternalandexternalenvironmentoftheenterprise.[2]Fromtheviewpointofmanagementrelationship,enterprisepeopleplaydifferentrolesinmanagement,soenterprisepeoplearedividedintomanagementsubjectpeopleandmanagementobjectpeople,butsuchdifferentrolestakeeachother'sactivitiesasthepremiseoftheirownactivities.Fromtheessenceofpeople-orientedmanagement,people-orientedmanagementisapeople-orientedmanagementphilosophyandmanagementsystem.Emphasisonhumanneedsandtheprincipleofmotivationwillfocusonmakingmembersofthecompanyrespectedandgainingself-fulfillment,i.e.,guaranteeingemployees'participationindecision-makingonmajorcorporateissues,settingteamgoalsandpersonalgoalsinconsultationwithleadersintheteam,andimplementinggoalmanagement.Wewilladheretotheprincipleofcreatingbetterconditionsandmeansoftrainingandeducationtooptimizeandimprovethementalmodelofthecompany'speople.Theestablishmentofthisprincipleisbasedonthebasicconceptof"managementistraining",andthetrainingprovidedbytheenterpriseorganizationforemployeesisnotonlyfocusedontheadaptabilityofemployeestohighpositions,butalsoontheadaptabilityofemployeestotheexternalenvironmentoftheenterprise.Theprincipleofco-developmentofpeopleandorganizations.Settingthisprincipleisbasedontheconsiderationthatpeople-orientedmanagementisnotanadditionalworkofenterprisemanagementbutletpeople-orientedmanagementoverseealltheworkoftheenterprise,sothattheenterpriseorganizationcanachievetheexpecteddevelopmentperformancewhilepromotingthefreeandcomprehensivedevelopmentofpeople.2.4TheBasicElementsofPeople-OrientedManagementModeTheimplementationofpeoplemanagementinacompanyisaimedatshapinganddevelopingpeopleasthemostimportantfactorinachievingthegoalofmaximizingthevalueofthecompany.2.4.1ManagementofCorporateCultureCorporatecultureisthespiritualpillarofenterprisedevelopment.Inageneralsense,corporatecultureistheembodimentofemployees'commonbehaviornormsandvalues,whichcannotonlyplaytheroleofcohesion,motivation,constraintandguidance,butalsoplaytheroleofradiationinfluenceandimageestablishment.Theenterpriseisinfluencedbythecorporatecultureandrecognizesthevaluesoftheenterprise.Anexcellentcorporateculturecannotonlyintegratetheorganizationalandinterpersonalrelationshipsoftheenterprise,butalsocontinuouslystimulatetheinnovationandenterprisingspiritofemployees.Thesystemandbehaviornormsoftheenterprisearetheinstitutionalcultureoftheenterpriseandthepracticeofthevalueconceptoftheenterprise.Someactivitiesthatarenotexplicitlystipulatedarealsocorporateculturessimilartothoseforenterprises.Thecorporatecultureoftheinstitutionalformrestrictsandguidesthebehaviorofemployees.Enterprisemanagementideasandworkstylesreflecttheimagecultureoftheenterprise.Itistheinfluenceofenterprisetechnicalcharacteristics,productionandoperationcharacteristicsandmanagementcharacteristicsandeconomicbehavior.Corporatecultureisultimatelydemonstratedandimplementedthroughthethoughtsandactionsofemployees.2.4.2EstablishmentofIncentiveMechanism.Establishingmotivationmechanismneedstohavecognitionofemployees'needs,andtofocusonmotivatingtheunmetneedsinordertostimulateemployees'initiative.Therealneedsofemployeescanbecognizedthroughtheirwordsandactions,butsomeneedsarenotrecognized,whichisthemainmotivationtogetmotivation;accordingtotheneedsofemployees,thedevelopmentgoalsofthecompanyandtheneedsofemployeesareorganicallycombinedtostimulatethemotivationofemployees'behavior;thefuturebehaviorofemployeesisadjustedaccordingtothegoalofbehaviorresultstoenhancetheiridentificationwiththecompany.MotivationasthemainwayMotivationistheprocessofmanagerstakingexternalinducementstostimulatesubordinates'needsandinternalizingthemintoconsciousactionsaccordingtomanagementrequirements.Motivationisaprocessofleadershipbehavior,whichismainlyaprocessofactivitiesthatstimulatespeople'smotivationandcreatesaninnerdrivetowardthedesiredgoal.Itistheunmetneedthatcausesmotivation,soitisthestartingpointofmotivation.Motivationmustbetheuseofsomeexternalinducementbytheleadertostimulatetheunmetneedsoftheperson.Thisisbecausethemotivationandbehaviorneededformanagementarenotbasedonspontaneity.Theneedistheneedforsomethingobjective,butalsotheneedtoinducethe"potentialneeds"ofpeople,andoncethepotentialneedsbecomereal,itwillcausemotivation.Therefore,weshouldusedifferentinducementstostimulatepeople'scorrespondingneeds.Therefore,toachievemotivation,externalinducementsmustbeinternalizedintoindividual'sconsciousbehavior.Thepurposeofmotivationistoprovokepeopletoactinaccordancewiththemanagementrequirementsandthegoals.2.4.3CarryingOutTrainingVigorouslyInthepeoplemanagementsystem,trainingisabasicrightthatemployeesshouldenjoy,andtrainingisaneffortmadebythecompanytohelpemployeestocarryoutcomprehensiveabilityimprovement.Thepurposeistoallowemployeestomastermoreknowledgeandskillsneededtocompletethework,intheprocessoftrainingbutalsopayattentiontothefuturedevelopmentofemployees,tobeproactive,toexpandthetrainingofemployeesaccordingtotheirabilitiesandworkperformance,sothattheyhavetheopportunitytoengageinmorejobtrainingandfuturedevelopment.ChapterThreeEmbodimentofPeople-OrientedManagementModeinPangdonglaiThereasonwhyPangdonglaiisdoingwellliesingoodservice.Personally,IthinkthecoreofthevalueofPangdonglaiserviceliesinthepeople-orientedmanagementconcept,respectforthestaffdistributionsystemtomakeemployeeshappywork,inthehighstandardsandstrictrequirementsofthemechanismofservicetoachieveathoughtful,attentive,highlyrecognizedbyconsumers.Enterprisestoenhancethebrandcompetitiveness,thestaff'sownvalueisreflected,Pangdonglaiadvocatethecultureoflove,respectandrecognitionofemployees,servicefromthehearttoconsumers,thisenterprisecultureformedinthelong-termdevelopmenthasbecomethecorecompetitivenessofPangdonglai.ManyenterpriseslearnthePangdonglaimodel,managementmethodsandapproachescanbeemulatedtolearn,butdeepintothebonesofemployeesandconsumerscannotlearnthecorporateculture.3.1TheSpecificEmbodimentofCorporateCultureManagementinPangdonglaiThemanagementofPangdonglaiistomobilizemoretheinnerroleofhumannature,onlyinthiswaycantheenterprisedevelopquickly.Thisisreflectedinensuringemployeeownershipandreasonableempowerment.3.1.1EnsuringEmployeesOwnershipStatusofEmployeesPangdonglaiemphasizestheconceptoffamily,whichisageneralizationoffamilyculture.Theservicesofcommercialretailenterprisesaremainlycompletedbyfront-lineemployees,andtheirworkingstatusdirectlydeterminestheresultsofservices.PangdonglaiCompanytakesemployeesatisfactionandcustomersatisfactionasthelifelineoftheenterprise,withemployeesatisfactionfirstandcustomersatisfactionsecond.Thefocusofmanagementshouldgraspemployeesatisfaction,employeesatisfactionproducescustomersatisfaction.Thefocusofmanagementshouldgraspcustomersatisfaction,customersatisfactioninturntostrengthenemployeesatisfaction.AtPangdonglai,weteachouremployeeshowtoworkandhowtoenjoylifeatthesametime.Pangdonglaifromthebusinessphilosophytothemanagementmechanismarefullyreflectedintheorganization'srespectandcareforemployees,andstrivetocreateaself-motivated,relaxedandharmoniousworkingatmosphere,tocultivateaconcertedeffort,withatacitteamspirit,sothatemployeesfeelreusedatalltimes,sothatemployeescanfindtheirownpsychologicalsupportpointintheenterprise,sothateachemployeecanbefullyrespected,whichnotonlyenhancesthePangdonglaicohesion,butalsogivefullplaytotheenthusiasmandcreativityofemployees.Strengthentheeducationandtrainingofemployeestoimprovetheirservicequalityandstrengthenthesenseofservicequality.Inadditiontocareerdevelopmentplanningforemployees,Pangdonglaialsomakesvariouslifeplanningforemployees,sothattheinterestsofallemployeesandPangdonglai'sinterestsareintegratedintoonebody.Foremployeestospend30milliontobuildafullyequippedstaffroomforemployeestorelaxandrecreation;everymonthtoprovidesanitarysuppliesforfemaleworkers;employeeswhoaresickcanseeadoctorinthestaffclinicfreeofcharge,thecostofdrugs,employees'familiescanalsoenjoythesametreatment;employeesinimportantdaysifyouneedacar,theenterprisewillprovidefreevehiclesandotherbenefitsPangdonglairegulationsallmiddleandseniorcadres.Onlyallowedtowork40hoursaweek,mustleavetheenterpriseat6o'clockafterwork,violatorsarefined5,000yuan,mandatoryleave20daysayear,andthenintroducedthesystemofclosingthestoreeveryTuesday.WhatcustomersfeelmostwhentheyenterPangdonglaiiseasyshoppingandunconditionalcare,whereyouwillseetheheartfeltsmilesofsalesmenandtheenthusiasmwhentalkingtocustomers.Inordertoletemployeesmaximizetheircomfortablelife,Pangdonglaihasalsograduallystandardizedworkinghoursinrecentyears,sothatemployeeshaveamorestablelife.Atthesametime,Pangdonglaiemployeescanalsoenjoypaidannualleave,sothatemployeescanhavemoretimetoreunitewiththeirfamiliesandhavefunduringtheholidays,sothatmorepeoplecanfeelhappyandjoyful.3.1.2ReasonableAuthorizationEmpowermentandautonomyofemployeestocontrolwork-relatedsituationsanddecision-makingprocesses.Adequateandreasonableauthorizationenablesemployeestotaketimelyactionwhentheyencounterserviceproblems,whichcaneffectivelyavoidputtingconflictsonhold,delayingtimeandleadingtocustomerdissatisfaction,orlosingcustomerscompletelyduetothefailureofmeasurescausedbyinformationtransmissionproblems.Pangdonglaigivesemployeesandmanagersenoughauthorizationsothattheycantakereasonableandappropriatemeasurestostabilizethesituationandmaintainthecorporateimageinthefaceofunexpectedeventsintheactualsalesprocess.3.2TheSpecificEmbodimentoftheIncentiveMechanisminPangdonglaiThespecificmanifestationofincentivemechanisminPangdonglaiistobuildafairperformanceevaluationsystemandcareerdevelopmentincentives.3.2.1EstablishingaFairPerformanceEvaluationSystemPangdonglaiusesthemethodsandtechniquesinthepricingstrategytodesignsuitablecompensationandbenefitplans,establishanopen,fair,justandreasonablepromotionmechanism,andplaytheroleofassessmentandrewardstomakethecompensationsystemmoreattractivetoemployeesandcompetitivetotheoutsideworld.Accordingtothecontributionofemployeestotheenterprise,Pangdonglaiwillmaketimelyperformanceappraisalandrewardandcommendoutstandingemployeesinaclearandreasonablemanner,sothattheycanfeelthattheireffortsarerecognizedandvaluedbytheenterprise,thuspromptingemployeestodevelopanenterprisingspirit,motivationandsatisfactionofhardwork.Toalargeextent,themanagementcultureofFatDongLaiistheoutgrowthofYudonglai'sownvalues.Heistheabsolutecoreofthecompany,buthisexistencealsorestrictsthetransformationofPangdonglaiintoalargermodernenterprise,andheislikeanall-aroundheadofthefamily,leadingagroupofbrothersandsistersinXinxiangandXuchang,twoplaceswithlittlerivalry,livingacomfortablelifeofsmallwealth,withoutexperiencingtherealmarketWithoutexperiencingthecruelcompetitionoftherealmarketandthemall,withoutateamthatcanfighthardandamorescientificandsoundsystem,Pangdonglaiwillfollowhimtoprosperwithhimandlosewithhim.3.2.2CareerDevelopmentIncentivesNewemployeeswillbeinvitedtotalkwiththecorrespondingdepartmentmanagertounderstandthenewemployee'scharacter,ability,background,etc.,toclarifythedirectionoffuturecareerdevelopment,andemployeescanbequalifiedforpromotionthroughthesuperiorassessment.Pangdonglaihascustomizedaspecialpromotionmechanismtoclarifythetimerequiredforthedevelopmentofpositions,setupacombinationofverticalpromotionandhorizontalpromotion,acombinationofgrade-by-gradeandcross-gradepromotionchannels,employeescanchangeandadjustaccordingtotheirowndevelopmentchangesinatimelymanner.Inaddition,Pangdonglaiencouragesemployeestocontinuouslystudyandfurthereducation,andregularlyorganizesemployeestoattendvocationaltraining;inadditiontoreimbursementoftuitionfees,thereareadditionalstudybonusesforemployeeswhoaredirectedtoemployment.Pangdonglaialwaysunderstandstheimportantroleofemployeestothedevelopmentofenterprises,throughwelfare,dividendsforemployees'salary"opensource",andconsiderthecareerdevelopmentplanofemployees,togivethedevelopmentspaceforjobpromotion,sothatemployeesarefullofconfidenceandhopeforthefuture.Respectstaffsuggestions,createabridgeof"communication"successfulsupervisoronlyfindwaystopullouttheheartofthestaff,inordertomakethemanagementofthedepartmenttoachievethetarget,inordertoavoidsubjectivearbitrarinessanddecision-makingerrors.Therearemanywaysforsupervisorstoencourageemployeestospeakup,suchasopeningemployeehotlines,settingupsuggestionboxes,conductinggroupdiscussions,departmentaldinners,etc.Effectivecommunicationcanachieveahighlevelofunderstanding,supportandadvocacyofcorporategoals,andtheformationofanenvironmentofinformationsharingandagoodinterpersonalatmospherewithinthecompany.Thekeytoeffectivecommunicationdependsontheeffectivenessofthechannelandtheunderstandingbetweenthesenderandthereceiveroftheinformation.Throughcommunication,theupperlevelofthecompanycanunderstandthedifficultiesofthegrassrootsstaff,canbetterunderstandtheeffectoftheimplementationofthesystem,Pangdonglaichoosethestaffcanacceptthewayandchannel,sothattheorganization'sgoalsareimplicitlyunderstoodandacceptedbythestaff.Likeaparenttohelpemployeestodolifeandcareerplanning,buildingahappylife.3.3TheConcreteEmbodimentofTraininginPangdonglaiThespecificmanifestationofvigoroustraininginPangdonglaiisthestrictinductiontrainingandemployeestatustraining.3.3.1InductionTrainingforNewStaffBeforethenewstaffinductiontrainingdepartmentneedtopreparethe"personneladdendum"andrelatedinformation,signedbythedepartmentalregionalmanager,submittedtothecompanyofficeforarchiving,partymoutharrangementsforstafftoparticipateinthecompanytraining.(Suchasnotinaccordancewiththeprocessofprivatearrangementsforstafftraining,willnotbeallowedtoenterthefield);newemployees(regularworkers,temporaryworkers,promoters,associates,etc.)withoutthecompany'sinductiontraining,theexaminationdidnotpasstheunauthorizedarrangementsforinduction.Thecompanyfoundwillbedirectlydismissed,andtheregionalmanageranddepartmentheadeconomicpenalty1/10salary[Note:withinaweekofshort-termtemporaryworkers,theneedtoreporttothedepartmentresponsiblefortrainingtargetedtraining(service,safety,system)afterpassingtheexaminationdepartmentissuedtemporarytrainingcertificateonthejob.newemployeesaftertraining,toparticipateinthecompany'sunifiedexamination,wheretheexaminationperiod,discipline,cheating,falsificationandothercases,orExamscoreslowdry80pointsorless,willnotbeadmitted:thepersoninchargeoftrainingineachdepartmentisresponsibleforthecollectionandcollationofnewemployeesineachperiodoftheactual>periodassessmentdata,assessmentdatainclude:internshipassessmentmanual,practicalassessmenttestpapers,democraticevaluationform:andineachmonth(16,30)beforeuploadingthecompany'strainingdepartment:suchasmorethanthespecifiedtimeisnotuploaded,willimplementtheresponsiblepersonandfine.3.3.2TrainingforIn-ServiceStaffWearealwaystalkingaboutthestateofthestaff,firstofall,inthestandardset,everytimeintheregularmeetingrequirements,thefirst-linesupervisorpatrolfieldheavybut,whyisalwaysstillunceasinglyfeelthatthestaffstateisnotgood?Repeatedlypatrolthefield,andtirelesslysaid,instrictaccordancewiththesystemtodealwith,orwillfindthatnotasexpected!Firstofall,weunderstandthatthestateisthespiritofeveryoneembodied,tobringanintuitiveandprofoundfeelings,beforeweconveymore,morerequirementsare:groomingandinstrumentationofthespiritandenthusiasmtotaketheinitiativetosmileservice!Thestateofthestaffcanmakecustomershaveabettershoppingexperience.ChapterFourProblemsofPangdonglai'sPeople-OrientedManagementModeAstheeconomicsituationchangesthemanagementsituationofenterprisesisalsotransformed,andmanyproblemscanariseintheprocessoftransformation.4.1TheProblemsofCostmanagement.Fortheinvestmentintheretailindustry,itrequiresnotonlytalentandleasingcosts,butalsoconsumesproperty,financeandmanyothercapital.Withintheabove-mentionedmanycosts,manpoweroccupiesthefirstplace,followedbyrentalcosts.Pangdonglaioperatesalargenumberofgoods,awidevarietyofmanagementworkloadwillbeverylarge,andtheinvestmentinlaborcostswillincreaseaccordingly.[3]Laborcostreferstothestaff'ssalaryandinsurancetypeexpenses.WiththeprominenceoftheagingphenomenoninChina,thedemographicdividendisroughlyover,Pangdonglaihasencounteredsuchdifficulties,andthecurrentcostoflivingisrising,andwageincreasescannotbeavoided.Inthelasttwoyears,retailstaffsalarieshavebeenrising,whichposesahugechallengetothelabor-intensiveindustry.4.2TheProblemsofPersonnelManagementAsweknowanorganizationconsistsofpeoplewithformallyassignedroleswhoworktoge