Tobenko Electric Zeng Tieliang: Operating a business is an operator (Figure)
Xiaolan Town, Zhongshan City is a well-known hardware base in the country. Topang Electric Co., Ltd. is located in the industrial park of Xiaolan West District. This is a small garden. The office building of the Tobonne is on the street side. In the general room, which is not spacious but bright, the reporter started an interview with Zeng Tieliang, the general manager of the company.
13 electrician
The interview began with Zeng Tieliang's professional experience. When it came to why the electrician industry was chosen, Zeng Tieliang used the term "destiny."
After graduating from Zeng Tieliang, he entered the electrical industry. After more than three years of work at Gudi Plastic Co., Ltd., a subsidiary of Weixiong, he entered Langent Electric, which was still in its infancy in 1995. Starting from the business manager, it was more than five years. time. Speaking of Langen's work experience, Zeng Tieliang was deeply impressed: "I have experienced the survival stage of Langeng, but I left it during its development stage." From this experience, Zeng Tieliang learned about all aspects of a company's operations, and also fully understood the development of the industry. He saw the hard work and hardships of a company from survival to development, which provided him with a lot of future entrepreneurship. Great help. In 2000, he left Langeng for three years in other industries, but it was not very successful. When he was frustrated, Zeng Tieliang remembered the electrician industry he was familiar with and loved. Here is the sky he is flying. So, in 2003, he returned to the electrical industry and founded the company.
When the reporter asked, from the professional manager to the boss experienced changes, Zeng Tieliang repeatedly waved, "I don't think I was a professional manager at that time, because the title of professional manager is very high on people's level, and I At that time, this requirement was not met." However, the change of status still makes Zeng Tieliang feel his own change. "The most important thing is that the sense of responsibility and mission are different," he explained. When you have not been a boss before, you only need to do your own job, you only need to be responsible for the work and be responsible for yourself. When you become the boss of a company, you can't just consider it for yourself, and be responsible to employees, dealers, and society. Zeng Tieliang used a passage to prove his point: "Our company's employees may be the economic source of a family and the pillar of the family. The reason why our dealers choose Tobonne is trust in business owners and products. If the business is not well managed or even closed down, the damage to employees and dealers is very large. Therefore, how to let employees, distributors and enterprises grow together and develop together is the responsibility that the business owner must bear."
Zeng Tieliang believes that to be a good boss, in addition to having a sense of responsibility and a sense of mission, we must make good use of talents and be able to make good use of and integrate social resources. It is good for a business owner to be strong, but if you interfere with the work of your subordinates too much, it will not be conducive to giving full play to the enthusiasm and creativity of the employees.
For the good use and cultivation of talents, Zeng Tieliang was deeply touched. He said, "The boss must learn to decentralize. The business is the business owner. A good boss does not mean to be proficient. He can use the right talents. If the right position goes up, then his business will be successful."
Integrate human management into life
In recent years, enterprises in Guangdong have experienced difficulties in recruiting workers, and lighting companies are no exception. Zeng Tieliang believes that there are two reasons for this phenomenon: the environment and the Guangdong enterprises themselves. Guangdong in the early days of reform and opening up is a gold rushing place in the ideal of migrant workers in the Mainland. However, with the development of China's economy, various places have begun the pace of economic development. In many places, the economy has caught up even more than Guangdong, and the attractiveness of Guangdong has gradually decreased. The wages and benefits of Guangdong enterprises can't keep up with the development of China's economy. Some companies' wages are even the same as they were a few years ago. The wages have not improved and the working environment has not changed. Therefore, it is not surprising that more and more migrant workers have chosen the Yangtze River Delta and the western region. "There is still a phenomenon in Guangdong. Everyone wants to be a boss. There are too many small companies, which also causes a waste of manpower." In this environment, after the Spring Festival this year, the state's employee turnover rate is less than 1%. This is rare in the lighting industry where people flow frequently. How does Topang do this? "It is the result of the combination of humanized management and institutionalized management." Zeng Tieliang proudly said, "Tobiao has integrated human management into the life of employees." Although the employees of the Tobang have to work overtime, the overtime work is no more than 9:30, which has become a system of the Tobonne. “Doing so does not affect the normal life of employees, and employees can also devote more enthusiasm to their work, which is beneficial to both the company and the employees.†Zeng Tieliang explained the purpose of the move.
In addition, Tobonne strives to be humane and consider the employees in all aspects of employee management. “Many people are surprised that our company has no canteens and dorms. In fact, this is the result of our full respect for the freedom of employees. Because our employees come from all over the country, their tastes are different, their living habits are different, and it is very important to unite everyone. It is difficult to do. Therefore, we subsidize the food and accommodation into the wages, which are controlled by the employees themselves. Of course, this is also understood and supported by the employees. When the weather is hot, we will send herbal tea to the employees, and employees have difficulties in life. When we make money, we will help them quickly and easily. Employees feel that we have a little bit of care in life, and we will have a sense of belonging to the company. In the growth stage, the company and the employees understand each other and treat each other honestly. Develop together". Zeng Tieliang also pays attention to the role of the department head, and clarifies the cohesiveness of the department to the responsibility of the supervisor. "The company's employee turnover rate is less than 1%, which is the best affirmation for our humanized management." Zeng Tieliang's management model for the Torrance Innovation is very proud.
Although it is highly respected for humanized management, it does not mean that Zeng Tieliang can't see the importance of institutionalized management. When talking about the relationship between the two management methods, he said: "Humanized management is only an auxiliary means, reasonable. Rules and regulations are more important. If the over-emphasis on humanized management, the company's rules and regulations will be invalid, and the whole enterprise will become a loose sand."
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