Yu Minhong: New Oriental Management Upgrade

6 years ago, the headmaster of a new oriental school had committed serious economic problems. Now I will send him to prison.

I didn't do that in those days, because I didn't get rid of the "spirits" at that time and asked him to reclaim the money he was occupying.

Now, I remember being too tolerant of the principal of the branch.

My understanding of that year is still quite different.

Rewards and punishments divide and rule

This raises a problem that the New Oriental has more than 5000 instructors, which are our core assets.

How are so many intellectuals?

First of all, positive guidance and moral restraint should be carried out at the level of concept and behavior; secondly, we should let you know that the bottom line of New Oriental's tolerance and tolerance is the "red line" that can not be shaken.

We cannot and do not have to monitor the behavior of teachers all day, but we will pass on all the teachers to the code of conduct.

Now, my knowledge has changed.

In 2008, the head of human resources in a new oriental school had embezzled the New Oriental fifty thousand or sixty thousand yuan by opening the ID card.

We prosecuted him, and he was sentenced to two years in August 2009.

If you return the money in the past way, it will be cancelled.

But this time I decided to punish severely.

The reason is very simple. In an organization, if such behavior is not repeated, it is likely to mislead employees.

For the first time in the past 16 years, the middle of the economic problem has been sent to prison.

In order to make the management of New Oriental more standardized, serious and rule by law, teachers and managers should be guided to do things professionally and professionally.

This is my management method from a western company middle school.

Later, at the New Oriental conference, I said that the so-called good is based on the ability to punish evil. Otherwise, goodness is not sustainable.

Don't hesitate when giving power.

New Oriental has 43 branches in the whole country. Centralization and decentralization are unified in New Oriental.

The personnel right is assigned to the head of the branch. I am only responsible for the appointment and removal of the principal.

The financial rights are also controlled in the headquarters, but most of the business rights have been put into the branch campus. The requirements for the branch campus must be highly consistent with the headquarters in strategies, objectives, and culture.

Zhou Chenggang is executive vice president, and all branch projects and businesses are under his jurisdiction. Chen Xiangdong is a senior vice president and all branch managers are under his jurisdiction.

I am responsible for the overall system construction and strategic planning of New Oriental.

I define this management as a matrix management model, which will continue to evolve and continue to adjust.

Earlier, when we organized the system pformation, I let the president's seat go out. During that period, I attended less than the president's office and board of directors.

I have experienced the pain and enjoyment of decentralization.

I have no hesitation about decentralization.

In the long run, decentralization is a necessity, but decentralization is not achieved overnight. I have been strengthening the echelon construction of talents over the years.

After decentralization, the company must move forward steadily without creating a decline in performance, which is the premise of decentralization.

At present, it is in the middle state of decentralization and centralization.

For New Oriental, spiritual dependence on me is strengthening day by day, and my dependence on management is gradually weakening.