First, amoeba management:

The so-called "amoeba management" is the original management method of Mr. kazuo inamori. It is to divide the organization into small groups, each accounting independently, and at the same time cultivate leaders with operator consciousness within the company, let all employees participate in the operation, and realize full participation in the operation.

there are two prerequisites for the implementation of "amoeba management".

1. Business leaders should have proper ethics and philosophy. This philosophy can be summed up in one sentence: "What is right as a human being?"

2. It is necessary to confirm the correct "management philosophy" that people unanimously agree with and build a "management system" based on this philosophy.

second, the purpose of the amoeba business model:

the first purpose is to "establish a departmental accounting system linked to the market"

the principle and principle of the company's operation is to "pursue the maximization of sales and the minimization of funds". In order to practice this principle in the whole company, it is necessary to divide the organization into small units and adopt departmental accounting management that can respond to market changes in time.

At the beginning of Kyocera's business, precision ceramics were still a brand-new material, so there were few repeated orders for the same product. Often, we received orders for new products that we didn't have in the past, and then took the next one after delivery. In this case, the cost accounting made a few months later actually has no value. Therefore, in the rapidly changing market environment, in the production process of products, real-time cost management must be carried out. Moreover, kazuo inamori realized that "the pursuit of maximum sales and minimum expenses" is the basic principle of management. On the other hand, with the increasing scale of organizations, it is difficult for one person to implement this principle at the grassroots level. Therefore, the whole company is divided into several smaller work units, and the mechanism of buying and selling each other within the company is established. Operators can accurately grasp the actual operating conditions of the whole company according to the accounting submitted by each unit, and then carry out detailed management of the whole company. Kyocera thus began a departmental accounting system composed of small collectives, which can also be said to be the embryonic form of amoeba management.

Although Amoeba is a small organization, it is necessary to calculate revenue and expenditure and master the most basic accounting knowledge. Therefore, it is necessary to establish a system for people who lack professional knowledge to master amoeba accounting, which is the "unit time accounting table" (that is, internal transaction accounting). The unit time accounting table not only includes the income and expenses of each amoeba, but also calculates the difference between them, that is, the added value. Divide this added value by the total labor time, and you get the added value per hour. Through this system, you can easily grasp how much added value your amoeba has created per hour. At the same time, by comparing the target and performance of the unit time accounting table, the leaders of Amoeba can grasp the actual progress of the sales target, production target and expenditure target set at the beginning of the month in real time and take necessary measures at any time.

the principle of the company's operation is "to maximize sales and minimize expenses". In order to practice this principle in the whole company, it is necessary to divide the organization into small units and adopt departmental accounting management that can respond to market changes in time.

The second purpose is to "cultivate talents with operator awareness"

Divide the organization into several small units according to needs and reorganize the company into a consortium of small and medium-sized enterprises. Decentralize the management right of each unit to the leadership of Amoeba, so as to cultivate talents with operator consciousness. Even when the scale of the company is expanding and the operators and department heads can't manage the whole company, as long as the organization is divided into several small units and independent accounting is adopted, the leaders of the unit can accurately grasp the situation of the unit. At the same time, due to the small number of organizations after division, the leaders in charge of these small units can easily grasp the progress of daily work and carry out process management, even without particularly high management ability and professional knowledge, they can also carry out the operation of their own departments correctly.

although it is a small unit, after being entrusted with the right to operate in this way, the unit leader will establish the consciousness of "being an operator", and then develop a sense of responsibility as an operator, and strive to improve the performance as much as possible. In this way, everyone will change from a "passive" position as an employee to an "active" position as a leader. This change of position is just the beginning of establishing the operator's consciousness, so these leaders began to emerge business partners who can bear the business responsibility with me.

The third purpose is to "realize the participation of all employees in the operation"

To encourage all employees to participate in the operation in cooperation with Qi Xin for the development of the company, to feel the meaning of life and the joy of success in their work, and to realize the "full participation in the operation".