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McDonald's company's 'walking management', the author thinks it is nothing more than to go deep into the grassroots implementation, it is nothing new. But this shows that grasping implementation is the key to management. It is the same for both Chinese and foreign companies. From another point of view, the reason why 'walking management' can become a management technology is precisely to show that grasping implementation is the hardest thing to do and worst in management. In fact, there are also many Chinese management regulations and systems, and there are quite a few light versions introduced. But how many have actually been implemented? Without implementation, rules and regulations are a dead letter.
Indeed, grasping implementation is a very difficult task. Not only does it require managers to have a thorough understanding and firm belief in management theory, but also managers need to understand how to do it and actually do it themselves. In the era of planned economy, Chinese enterprises are not enterprises in the true sense. Instead of facing the market, they only have to face the superior. Therefore, the implementation at that time was to implement the leadership’s intentions. Although that kind of implementation is also very difficult, after all, I don’t need to use more brains, as long as the leaders are satisfied with the clearance. Not now, if any kind of management is not really implemented, the market will give you the color, the light loses the market, and the serious one closes. Therefore, for enterprises, grasping the implementation of management means grasping the market, and grasping the implementation means continuing the life of the enterprise.
If the CEOs of chemical companies are like Crocker's managers and come to 'walk around', maybe they can also 'walk' to a world-famous company!
The essence of management is to grasp the implementation to get rid of the predicament
According to reports, Crocker, the manager of Macdonald Company in the United States, has created a kind of effective 'walking management'. In other words, he and his subordinates do not sit in the office during most of their working hours, but go to their offices. The grass-roots departments and enterprise workshops 'walk, see, hear, and ask', which has effectively changed the bureaucratic style of the leadership department and made the company shake off the difficulties and turn a profit.