Chapter 19 Chapter 18 Morning Meeting and Evening Meeting: Complying with the Team Spirit

The "adaptation" in "adaptation and assimilation" means to require employees to obey and abide by the traditional spirit and administrative discipline formed by the company through long-term practice; , to form a strong whole. Is conforming to assimilation contradictory to personality development?Konosuke Matsushita said: "No matter how excellent an individual's intelligence is, it is just a portable lamp with a limited range of illumination, not to mention that he himself will inevitably have shortcomings; If we come up with the best plan and put it into practice, it will definitely show the powerful strength of the overall operation.”

So how can employees integrate into the enterprise as soon as possible and become an out-and-out "Panasonic person"?The prescription given by Konosuke Matsushita is: look at the subordinates more, Mo Yan should keep in mind; ask the superiors for instructions, especially after starting to make achievements and gaining the trust of the boss, remind yourself not to be smug. Konosuke Matsushita said: "The more you are trusted by your boss, the more you should ask with your own assumptions and judgments. Don't think too much of yourself. Modesty and prudence are important at any time. Since both parties are involved in management, There should be a spirit of criticism and acceptance of criticism. Only in this way can we enjoy the joy of assimilation.”

This kind of assimilation education for employees starts as soon as the employees enter the company's gate. The company spares no effort in spending money and time to provide pre-employment education and training for employees so that they can assimilate into the company's atmosphere as soon as possible. In order to make them become "Panasonic people" as soon as possible. After officially taking up the post, this kind of education is carried out all the time and everywhere, but the form has changed.Huge placards with Panasonic’s spirit and guidelines hanging on the gates of companies and factories can be seen everywhere. Just imagine, in such an atmosphere, we have been immersed in it for many years, the spirit of unity and struggle, the spirit of joint entrepreneurship and the sense of honor of the company. Can it be rooted in the hearts of employees and reflected in the consistent actions of employees?

In order to make employees become "Panasonic people" more quickly, Konosuke Matsushita, who advocates Confucianism, applied the thought of "I examine myself three times a day" to the management of the enterprise, and created the "Morning Meeting" and "Evening Meeting" systems.The morning meeting and evening meeting are the gatherings of employees in workshops, teams or departments every day 5 minutes before the start of work and 5 minutes before leaving get off work.At the meeting, the team leader briefly arranges the work progress of the day or encourages employees to meet certain requirements. Employees can also express their thoughts, and sometimes sing social songs in unison, reciting Panasonic's "seven spirits" and the company's program.

The morning meeting is 5 minutes, and the evening meeting is 5 minutes, which takes up working time.In modern industrialized production, tens of millions of value can be produced in 10 minutes. Even so, Panasonic still does not change its original intention. The morning meeting and evening meeting are due to the practice of Konosuke Matsushita in 1919 after he built a new factory on Dakai Street.At that time, Konosuke Matsushita always had to admonish his employees every day at the beginning of work—his eloquence, provocative, and methodical thinking ability were gradually cultivated from then on. In 1933, Matsushita Electric's business developed rapidly. After the company's headquarters moved to Menzhen Street, the Morning Meeting and Evening Meeting were not changed or abolished due to the change of time and place. Instead, they were established as a system and have not been changed since then.

For a person, a good habit can make a person invincible and invincible; similarly, for a company, a good habit can also make a company youthful and always stand in the forest of peer companies.From this point of view, morning meetings and evening meetings are such good habits. Of course, many people disagree with this system.Some college graduates choose to avoid the Panasonic company's rules when they hear about them.Many employees who are new to Panasonic are also very reluctant and unwilling to participate in the morning meeting and evening meeting.Moreover, the 5 minutes of the morning meeting took up working time, which directly affected production.Even so, Panasonic still insists on this system, why?Some problems need to be raised and rectified frequently.Morning meeting and evening meeting are such mechanisms.Plan when you wake up in the morning, and reflect when you go to bed in the evening, and you will surely change with each passing day.This is true for individuals, so why not for companies?

Konosuke Matsushita believes that even if important things are repeated many times, the listeners will immediately forget them.Unless the impression is very deep, or after two or three days, you will forget everything.However, the person who had spoken thought that the other party always kept his words in mind.When the other party doesn't remember, he will think that the other party is an inexplicable person.How to do it?The best way to do this is to repeat it.Important things, things that you want the other party to remember, you have to say and repeat, to the point where you will remember even if you don't want to remember.

Reading the "seven spirits" of Panasonic Electric, Matsushita Konosuke explained: "Of course, it is to remind employees what attitude they should have at work, and it is also stipulated to spur myself. In order to achieve the mission of Panasonic Electric Corporation, it is decided Don’t relax, let alone forget. If you let it go, you will gradually forget it. Therefore, you must have this rule, and tell yourself when you start working every day, so that you can be alert in your heart.” In Matsushita Electric Company, there were really things that lost the basic management policy of Matsushita because they did not hold the morning meeting and did not read the seven spirits aloud.It was a factory that produced motors, and when it was rebuilt after the war, it was always unable to reverse the loss.Takahashi Arataro, the consultant at the time, carefully investigated all aspects of the company, only to find that the problem did not lie in those trivial matters. The key was that everyone from the factory cadres to the employees lost the basic policy of Konosuke Matsushita's management, because they did not organize the court meeting at all. Hexi meeting.So Arataro Takahashi instructed cadres and employees to re-understand Konosuke Matsushita's business philosophy, and use this to check various links, such as quality, cost, service, etc., and improve them.Less than half a year later, the factory was brought back to life and got on the right track.

What kind of structure an enterprise has is directly related to its destiny.A bad system is enough to delay the progress of an enterprise; a good system is enough to produce a geometric progression jump due to a good combination and structure, making 1+1 far greater than 2. An excellent business philosophy requires a certain system to guarantee; the use of personnel also needs to be regulated by the system.Of course, the hardware organization system of the successful Matsushita Electric is also a reference.