Precision Management

The book begins with the fundamental meaning of management, first defining what management is and what precision means, then explaining why Precision Management must be built on a foundation of basic management. The author argues that the recurring dilemmas in corporate management often stem from a set of shared fundamental problems and phenomena: quantification versus intuition, planning versus cleverness, the finite versus the infinite, innovation versus disruption, process versus result, and control versus diminishing returns; along with the passive phenomenon, the black-box phenomenon, the arbitrary phenomenon, the December phenomenon, the rallying-cry phenomenon, the human tendency to overestimate, the "the emperor is far away" phenomenon, and the parochialism phenomenon. The book analyzes the causes of each of these problems one by one and offers corresponding management approaches.

On this basis, the author proposes that the goal of Precision Management is to place equal emphasis on efficiency and happiness: neither to squeeze employees through ever-escalating controls nor to allow arbitrariness and vagueness, but rather to reduce management costs through precise communication, clear process standards, and information technology, enabling both managers and the managed to access the information they need at any time and any place—achieving "mastery down to every minute, control down to every cent." The book also discusses the four major risks of basic management and the pathways for implementing Precision Management under informatized conditions. Interspersed with corporate case studies and written in plain language, the book serves as an introductory read for understanding indigenous Chinese management thought.