Htet Kyaw - If you only give bananas, only monkeys will come.

If you only give me bananas, only monkeys will come.

I have met many businessmen. We have not only become close friends, but also informally discussed business matters. Naturally, we have similar and different views. When we consider the difficulties and problems faced in manufacturing, trading, and service industries, we have a common view on the “management problem,” leaving aside other issues. That is, we have not yet achieved success in workplace management.

Management is also very general, so it is necessary to analyze it further. What kind of management is strong and where is weak, and why? Every entrepreneur, from the 'MANAGEMENT QUADRILLE', how do they solve the production management, the sales management, the marketing management, and the personnel management? How did they succeed? Are they insightful? Why do we ask these questions? No matter what kind of business, we cannot escape from the framework of this management. Here, every entrepreneur will say that the task of managing employees, called "Personnel Management", is the most difficult of all management tasks. This is because employees are people, so only by treating people as people and implementing management that does not contradict human nature can we achieve success.

Sometimes, some businessmen do not treat people as human beings and force them to the point of exhausting their abilities, in other words, squeezing out all the juice they can get from a cane. They often confuse humans with robots, and they also forget the rights and responsibilities of workers. What is the role of an employee? What is his/her ability in the workplace? How do you test his/her ability? Before hiring, do you know his/her ability just by looking at his/her application and interviewing him/her for fifteen minutes or half an hour? How do you define his/her responsibilities and rights without knowing his/her ability? There are many things to consider.

When it comes to defining responsibilities and rights, called Responsibility & Power, if you give too many rights to someone with low performance, the employer may be harmed, and if you give the employee rights that are lower than his/her capabilities, the employee may not be able to stay in the workplace. These two points need to be balanced like two scales on both sides. You can improve the performance of employees who are underperforming by implementing a system called Personnel Management, such as on-the-job training and off-the-job training. However, in cases where the employer is responsible for the shortcomings, the employer himself/herself will need to examine and correct how his/her own shortcomings affect the responsibilities and rights of the employee or worker. The first thing to pay attention to is the issue of employee salaries. For example, if most people understand that the basic salary of a computer expert is 15,000, and an employer reduces his salary by 1,000 to 14,000, not only will the employee be miserable for the 1,000 that was reduced, but he will also lose interest in his work and his performance will decrease, which will certainly hurt his job more than 10,000.

If the employer increases his salary from 15,000 to 18,000, his performance will be ten times the extra 3,000, and his ability to work will definitely benefit the company and the business. Therefore, you should never consider reducing or reducing the wages of your employees, and if possible, you should increase them, which will be good for both parties. Also, it is important to remember that all employees are human beings and should not be treated like robots. When talking about what to do or how to do something about a business, do not give orders. Do not tell them to do it. (Both the employer and his employee know that telling them to do something is different.) If possible, use a conversational approach. If the employer can see that they are colleagues who are helping to run his business, it would be best if they could see that they are colleagues who are helping to run his business.

There is one most important issue left. That is the issue of bonuses, which are usually given to workers and employees at appropriate times. I would like to encourage you not to be stingy when giving bonuses. The entrepreneur should not see this money as money that he is putting out of his own pocket. The bonuses given to them should be seen as money that they have saved and set aside from the profits that they have all worked hard to earn together, to be distributed at the end of the year or at appropriate times.

Some people get angry when it comes to bonus payments. They want to run away if possible. When they are given a bonus because they are not able to pay it, they are reluctant to pay it. This is a bad thing. If possible, it would be best if employers could increase the bonus amount year after year.

These are the inevitable challenges that an entrepreneur will encounter in the management role and the appropriate solutions. If an entrepreneur mistakenly thinks that the growth of his business is due to his own abilities, it will harm the business.

I don't think it's necessary to say who will succeed and who will fail between two entrepreneurs, one with good management and one with poor management. If your management is also poor, if you don't see people as people, in other words, if you can't or don't want to balance responsibilities and rights, I encourage you to read the text below...

"If you give me bananas, only monkeys will come."