Principles of Chinese Management

Foreword
Preface
	The Purpose of Teaching
	Distinctive Features
	Division of Labor and Structure of Text
	Acknowledgments
Contents
1 Overview
	1 Proposal of Chinese Management
		1.1 The Concept of Chinese Management
			1.1.1 Chinese Management is not a Simple Copy of Western Management in China
			1.1.2 Chinese Management is not Ancient Management
		1.2 The Development Status of Chinese Management
		1.3 Hot Research Topics in Chinese Management
		1.4 The Future Development of Chinese Management Science
			1.4.1 “Creative Transformation” of Traditional Chinese Management Thoughts
			1.4.2 Theoretical Improvement of Chinese Management Practice
	2 Research Objects of Chinese Management
		2.1 Chinese Management Practice
		2.2 Chinese Management Thoughts
		2.3 Chinese Management Situation
	3 Research Methods of Chinese Management
		3.1 Common Research Methods of Western Management
		3.2 Research Methods of Chinese Management
			3.2.1 Case Study
			3.2.2 Comparative Research Methods
				Comparison of Chinese and Western Management
				Comparison of Management Thoughts and Management Practices
				Synchronic Comparison
				Diachronic Comparison
			3.2.3 Interdisciplinary Approach
	4 The Significance of Studying Chinese Management
		4.1 The Inevitable Choice of the World Economy Under Turbulent Conditions
			4.1.1 Inherent Flaw in the Western Management Model Makes It Necessary to Seek Solutions from Management Models Outside
			4.1.2 Western Management Models Face the Dilemma of Diminishing Marginal Utility
		4.2 The Inevitable Reflection of China’s Economic Miracle at the Micro-level
		4.3 The Inevitable Result of Chinese National Culture Consciousness and Cultural Self-confidence
			4.3.1 Extending Chinese Traditional Culture
			4.3.2 Extending Western Management Studies
			4.3.3 Extending Modern Management Practices in China
		4.4 The Compelling Obligation of Chinese Management Scholars to Shoulder Social Responsibility and Historical Mission (Chongqing 2011)
			4.4.1 Chinese Management Scientists Are Required to “Discover the Rules, Explain Phenomena and Guide Practice” the Historical Breakthroughs and Challenges Faced During China’s Economic and Social Development
			4.4.2 Chinese Management Science Development is in a Turning Point
	Appendix: Several Theories of Chinese Management
		Dongshui Su: Oriental Management School
		Zhaoyun Wu: A Series of Studies on the Essence of Chinese Management Thoughts
		Shiqiang Zeng: Chinese Management
		Zhongying Cheng: C Theory
		Rujin Huang: “He he” Management
	References
2 The Development of Chinese Management Thoughts
	1 Management Thoughts in Ancient China
		1.1 Management Thoughts in the Pre-Qin Period
			1.1.1 The Formation and Development of Management Thoughts in the Pre-Qin Period
			1.1.2 The Main Contents of Management Thoughts in the Pre-Qin Period
				Confucian Thoughts of Management
				Legalists Thoughts of Management
				Taoists Thoughts of Management
				Mohism Thoughts of Management
				Strategist Thoughts of Management
			1.1.3 The Basic Characteristics of Management Thoughts in the Pre-Qin Period
				Emphasize that Human is the Center of Management
				Management Based on Organization and Division of Labor
				Advocating the Idea of Governing the Country at the End of the Farming Business
				Advocating Sentiments and Emphasizing Management Values
				Emphasizing the Use of Strategies to Achieve Management Objectives
		1.2 Management Thoughts from Qin Dynasty to the Tang Dynasty
			1.2.1 The Formation and Development of Management Thoughts from Qin Dynasty to Tang Dynasty
			1.2.2 Main Contents of Management Thoughts from Qin Dynasty to Tang Dynasty
				Administrative Management Thoughts
				Economic Management Thoughts
				Military Management Thoughts
				Cultural Management Thoughts
			1.2.3 The Basic Characteristics of Management Thoughts from Qin Dynasty to Tang Dynasty
				Established the Traditional Chinese Management System
				The Institutionalization of Management Thoughts Has Been Realized
		1.3 Management Thoughts from Song Dynasty to the Qing Dynasty
			1.3.1 The Formation and Development of Management Thoughts from the Song Dynasty to the Qing Dynasty
			1.3.2 The Main Contents of Management Thought from Song Dynasty to the Qing Dynasty
				Wang Anshi’s Economic Management Thoughts
				Hu Bilie’s Management Thoughts
				Zhu Di’s Confucian Rule Thoughts
				Kangxi, Yong Zheng and Qianlong’s Management Thoughts
			1.3.3 The Basic Characteristics of Management Thought from Song Dynasty to the Qing Dynasty
				The Keynote of Management Thoughts is Based on “the People”
				Governing the Country with Confucianism as Its Main Body
				Highlighting the Concept of “Governing the Country Based on Agriculture and Enriching the People and Developing the Country”
	2 Modern and Contemporary Management Thoughts in China
		2.1 Management Thoughts in Late Qing Dynasty
			2.1.1 The Formation and Development of Management Thoughts in Late Qing Dynasty
			2.1.2 Main Contents of Management Thought in Late Qing Dynasty
				Wei Yuan’s Management Thoughts
				Zeng Guofan’s Management Thoughts
				Kang Youwei’s Management Thoughts
			2.1.3 The Basic Characteristics of Management Thoughts in Late Qing Dynasty
		2.2 Management Thoughts in the Republic of China
			2.2.1 The Formation and Development of Management Thoughts in the Republic of China
			2.2.2 The Main Ideas of Management Thoughts During the Republic of China
				Sun Zhongshan’s Management Thoughts
				Zhang Jian’s Management Thoughts
			2.2.3 The Basic Characteristics of Management Thoughts in the Republic of China
	3 The New Development of Chinese Contemporary Management Thoughts
		3.1 Management Thoughts in the Planned Economy Period
			3.1.1 Formation and Development of Management Thoughts in the Planned Economy Period
			3.1.2 Main Contents of Management Thoughts in the Period of the Planned Economy
				1950s: Learning the Soviet Union’s Management Mode
				1960s–70s: Exploring Management Suited to China’s National Conditions
			3.1.3 Basic Characteristics of Management Thoughts in Planned Economy Period
				Production Oriented Management Theory Under Highly Centralized Economic Management System
				Management Learns and Develops the Soviet Union Mode
				Enterprise Management Theory Attaches Importance to Democratic Management
				The Development of Management Has Distinct Characteristics of the Times
		3.2 Management Thoughts in the Period of Enterprise Transformation
			3.2.1 The Formation and Development of Management Thoughts During the Period of Enterprise Transformation
			3.2.2 Main Contents of Management Thought During the Period of Enterprise Transformation
				The Transformation of Enterprise Management Mode from Production Type to Production Management Type
				Introduce and Learn Advanced Management Experience and Methods from Other Countries
			3.2.3 The Basic Characteristics of Management Thoughts in the Period of Enterprise Transformation
				Enterprise Management Mode from Production to Production and Operation
				The Mainstream of Management Development is Tracking, Learning and Imitation
				The Development of Management Science is Dominated by State-Owned Enterprises
				Government Advocacy and Promotion is Still the Main Way of Management Development
				The Content of Management Theory is Gradually Enriched and Perfected
				Chinese Enterprises Have Made Useful Explorations in Management Practice and Innovation
		3.3 Management Thoughts in the Market Economy Era
			3.3.1 New Environment for the Development of Management Thoughts in China’s Market Economy Era
				Blueprint for Building a Socialist Market Economy
				Development Trend of the Global Economy
			3.3.2 Main Contents of Management Thoughts in the Market Economy Era
				State-Owned Enterprise Reform and Management Team Building
				Go Out Strategy and Chinese Enterprises’ Overseas Investment Strategy
				Encourage Non-Public Ownership Economy and the Development of Private Enterprises in China
				Independent Innovation Strategy and Strategic Structural Upgrading of Chinese Enterprises
			3.3.3 The Basic Characteristics of Management Thoughts in the Market Economy Era
				Theoretical Research: Pay Attention to the Introduction of Various Advanced Management Theories Abroad
				Practice and Exploration: Special Conditions Based on China’s Economic Restructuring
	Appendix
	References
3 The Appropriate Time—Management Based on the Relationship Between Human Beings and Nature
	1 Complying with Tao: Management Based on Tao
		1.1 Introduction
			1.1.1 Introduction: The Connotation of Shun Tao
				Correct Understanding of Tao and Feeling the Originality of Its Existence
				Complying with the Requirements of Tao
			1.1.2 The Application of Shun Tao
				Management Concept Refinement
				General Development Plan
				Leadership Cultivation
		1.2 Paying Attention to the Overall Management of Things: Integrating Yin and Yang
			1.2.1 Keeping Yin and Yang Integrated
				Complementarity
				Diversity
				Harmony
			1.2.2 Promoting Yin and Yang Connected
				Smooth Circulation Between Factors
				Active Communication, Evading Disadvantage
			1.2.3 Drive Development of Yin and Yang
				Two Development Models “Change” “Flexibility”
				Two Driving Forces “Hardness” “Softness”
				Two Strategies “Yin” “Yang”
		1.3 Management Methods to Maintain the Effectiveness of Handling Affairs: Governing by Non-interference
			1.3.1 Acting Intelligently
				The Subjectivity of Management Object
				Managers and Subordinates Are Responsible for Their Duties
				Conforming to Nature and Taking the Initiative to Make a Difference
			1.3.2 Governing by Morality
				Treating People with Kindness
				Lead by Example
				Complying with the Requirements of Subordinates
			1.3.3 Treating Things with “Softness”
				The Meaning of Softness
				Showing Softness, Long-Term Prosperity
				Learning the Soft Essence of Water
		1.4 Management Methods to Control the Appropriateness of Practice: Adjusting with Golden Mean
			1.4.1 Cultivate the Talent of Zhong Yong (Golden Mean)
				Carrying Out the Virtues of Benevolence
				Pursuit of Moderate Principles
				Considering Secondary Methods and Adopting the Rampant Way
			1.4.2 Promote Moderation Management
				Not Go to Extremes
				Strict and Gentle
				Strong Pertinency
			1.4.3 Keeping Pace with the Times
				Acting According to the Times
				Acting According to the Situation
				Advocating Advanced
	2 Following the Rules: Management Based on Rules
		2.1 Introduction
			2.1.1 The Meaning of “Following the Rules”
				Adapting to the Rules Is the Key to Successful Management
				The Rule of Nature, Social Rules, and Human Rules Have the Objectivity of Their Existence
			2.1.2 Application of Following with the Rules
				Exploring the Trajectory of the Rules
				Developing Management Strategies
				Understanding Management Adaptability
		2.2 Management Method to Follow the Rule of Nature: Tao Follows the Rule of Nature
			2.2.1 Clarifying the Rule of Nature
				Congenital Nature of the Existence of the Rule of Nature
				Understanding of the Dynamic Mechanism of the Rule of Nature
				Interaction Between Regular Variable Factors
			2.2.2 Following the Rule of Nature
				Facing the Rules and Acting According to the Rules
				Non-interference in the Rule of Nature
				Advocating Harmony Between Human and Nature
			2.2.3 Using the Rule of Nature
				Understanding the Rules, Avoiding the Disadvantages
				Human Nature, Combined with Nature
				Conforming with the Time, Keeping Path with the Times
		2.3 Management Methods to Advocate the Rule of Society: Simplicity
			2.3.1 The “Natural” Attribute of the Rule of Society
				The Roots of the Rule of Society
				Dividing the System of the Rule of Society
				The Intersection of the Rule of Society and the Rule of Nature
			2.3.2 Application of the Rule of Society
				Building an Environmental Ecology that Guides Self
				Creating a Fair and just Competition Environment
				Rational Use of the Rule of Society to Meet the Needs of Survival and Development
			2.3.3 Promotion of “Te (Morality)” and “Li (Rite)” of the Rule of Society
				Progressive Relationship Between “Te” and “Li”
				Application of “Te Zhi”
				Promoting Self-management
		2.4 Management Method to Caters to the Rule of Humanity: Longevity and Long-Sightedness
			2.4.1 Taking Advantage of the Rules to Imitate the World
				Does not Grow from Itself, so Able to Live
				Humanity Following the Heavens and Uniting with the Universe
				The Act of Gaining Life Is Called Ominous
			2.4.2 Longevity Cannot Be Altered; Keep Natural Innocence
				The Theme and Object of Human Nature
				Management Goal: Man in One with Nature
			2.4.3 Following Tao and Te to Achieve a Win-Win Situation
				Adapting to the Nature of Things, Making a Difference
				Paying Attention to the Accumulation
				Keeping Tao and Living for a Long Time
	3 Emphasizing on Methods: Management Based on Methods
		3.1 Introduction
			3.1.1 Meaning of Emphasizing on Methods
				Principle of Utilitarian
				Principle of Initiative
				Principle of Contingency
			3.1.2 Application of Emphasizing on Methods
				Solving the Problem of Antagonism
				Solving the Difficult Problems
				Solving the Complex Problems
		3.2 Management Method to Grasp the Opportunity of Time: Seizing the Opportunity
			3.2.1 Grasping the Opportunity, Taking the Lead
				Xian Sheng (Win First)
				Zhi Ren (Mobilizing Opponents)
				Su Sheng (Quick Victory)
			3.2.2 Adapting to Development, Adapting to Opportunities
				Being Good at Discovering Opportunities
				Taking Advantage of Opportunities
				Paying Attention to the Turnaround
			3.2.3 Counteraction with Quietness, and Combining Action and Quietness
				Creating the Opportunities Proactively
				Waiting for the Opportunities Patiently
				Seizing the Opportunity Wisely
		3.3 Management Method to Take Advantage of Space: Utilizing the Situation
			3.3.1 Avoiding Revealing Facts and Striking the Weak
				The Unity of Opposites Between the Strength and the Weakness
				Subjective and Objective Aspects Guiding the Change of Reality
				Avoiding the Strength and Attacking the Weakness to Win the Game Flexibility
			3.3.2 Giving Full Play to Advantages and Avoiding Disadvantages
				Being Good at Giving Full Play to the Advantage
				Taking the Initiative to Avoid Disadvantages
				Adapting Advantages and Abandoning Disadvantages Reasonably
			3.3.3 Building the Momentum Actively, Moving with the Trend
				Obeying the Natural Tendency
				Creating a Favorable Situation
				Not Sticking to the Tendency of One Pattern
		3.4 Management Method to Improve Innovation Awareness: Taking the Unexpected Attack
			3.4.1 Despising the Enemies and Inspiring the Soldiers, Winning by Psychological Warfare
				Fully Mobilizing the Opponent
				Grasping the Winning Conditions and Initiative
				Improving the Morale and Taking the Lead
			3.4.2 Fusion of Truth and Falsity, Trick Wins
				Confusing Each Other
				Enticing the Enemy
				Keeping the Secret
			3.4.3 Combination of Zheng and Qi, A Novel Attack
				Basing on Zheng, Winning with Qi
				Using Zheng in the Peacetime, Using QI in the Wartime
				Reciprocal Transformation of Qi and Zheng Can Always Win
	References
4 The Appropriate Location—Management Based on the Relationship Between Human Beings and Society
	1 Governing by Law: Management Based on Order
		1.1 Introduction
			1.1.1 The Meaning of Governing by Law
				Connotation
				Characteristics
			1.1.2 The Application of Governing by Law
				Maintaining the Government
				The Base of Governing the People
		1.2 Advocating the Principle of “Taking the Law as the Keylink”
			1.2.1 The Fairness of the Law—The Law of the World
				What Is the Law of the World?
				What is the “Law of no Law”
			1.2.2 The Broadness of the Law—The Base of Ruling the People
				The Rule Based on the Law
				The Governance of a Monarch of Mediocrity
			1.2.3 The Appearance of Law—The Norm of Everything
				Code of Conduct
				Objective Standards
		1.3 Maintaining the Rule of “The Status of the Monarch and the Subordinates”
			1.3.1 Choosing People by the Law
				Measuring the Contribution
				Choosing the Talents
			1.3.2 Using the Law to Govern the Subordinates
				Heavy Punishment
				Supervision
			1.3.3 The Authority of the Monarch
				Constraining the Subjects
				Preventing the Confusion
				Reward and Punishment
		1.4 Implementing the Method of “Subduing the Subjects by Force”
			1.4.1 Benefitting the People
				What Is the “Benefitting the People”
				Two Aspects of Benefit
			1.4.2 Education Assisted by Penalty
				Compulsory
				Severity
	2 Governing by Harmony: Management Based on Balance
		2.1 Introduction
			2.1.1 The Meaning of Governing by Harmony
			2.1.2 The Application of Governing by Harmony
				Coordinating Interpersonal Relationships
				Dealing with Contradictions
		2.2 Harmonious Society: “Harmony Between Human and Nature, Complying with Human and Nature”
			2.2.1 Political Harmony
				Preserving the Regime
				Maintaining the Society
			2.2.2 Economic Harmony
			2.2.3 Cultural Harmony
				Chinese Culture
				World Culture
		2.3 Modernization Principle: “Stopping When It Should Stop, Acting When It Should Act”
			2.3.1 Yin and Yang Are in the Middle
				Implication
				Application
			2.3.2 Flat Theory
				Moderate Management
				Flexible Management
				Harmonious Management
			2.3.3 Raw Silk Without Dyeing, Logs Without Processing
				Implication
				Origin
		2.4 Cooperation-Competition Theory: “Developing the Strengths, Avoiding Shortcomings and Learning from Others”
			2.4.1 Cooperation-Competition of Traditional Culture
				Cooperative Competition
				“Harmony” and “Agreement”
			2.4.2 Cooperation-Competition of Modern Enterprises
				Competition of Modern Enterprises
				Cooperation of Modern Enterprises
	3 Governing by Moral: Management based on Morality
		3.1 Introduction
			3.1.1 The Meaning of Governing by Morality
				Implication
				Foundation
			3.1.2 Application of Governing by Morality
				Governing the Country and Ensuring the Security
				Identifying the Loyalty and Interests
		3.2 Management to Improve the Personal Virtues—Self-cultivation
			3.2.1 Subjective: Learning Is as Important as Thinking
			3.2.2 Binding: Being Cautious and Self-discipline Even Being Alone
			3.2.3 Initiative: Unity of Knowing and Acting
		3.3 Management to Maintain National Stability—Governing the Country
			3.3.1 Basing on the Morality of Officials
			3.3.2 Replacing Punishment with Morality
			3.3.3 Treating People with Tolerance
		3.4 Management to Coordinate the Social Contradictions—Pacifying the World
			3.4.1 Touching People by Morality
			3.4.2 Educating People by Morality
			3.4.3 Practice
	References
5 Harmonious Relationship-Management Based on Human Relationships
	1 Human-Oriented—Management Based on Humanity
		1.1 Introduction
			1.1.1 The Connotation of “Human-Oriented”
				Historical Origins
				Connotation
			1.1.2 The Significance of Human-Oriented Thought
				Historical Meaning
				Realistic Guidance
			1.1.3 The Application of People-Based Management
				Views of Yin and Yang
				Views of Fair and just
				The View of Loving People
		1.2 Humanity: The Cornerstone of Human and Human Relationship Management
			1.2.1 The Theory of Human Nature
				The Theory of Human Nature Being Good
				The Theory of Human Nature Being Evil
				The Theory of Nurture Trumps Nature
			1.2.2 Good Nature: View of Harmonious Human Nature
				With Regards to Good or Evil, We Prefer Human Are Born Good
				Even if We Admit the Existence of “Evil” in Human Nature, We also Think that “Nurture” Can Change
				More Purposeful
		1.3 The Way of Human-Oriented
			1.3.1 Benevolent Love
			1.3.2 Mutual Love and Mutual Assistance
			1.3.3 Being Kind and Love People
	2 Cooperation of Human—Management Based on Cooperation
		2.1 Introduction
			2.1.1 The Connotation of “Cohesion”
				Historical Origins
				Substantive Connotation
			2.1.2 The Significance of Cohesion
				Historical Meaning
				Realistic Guidance
			2.1.3 The Application of Cohesion in Management
				Peaceful Competition
				Harmonious Society
				Survive Through a Strategic Alliance
		2.2 The Cooperation of Human: The Essence of Human Relationship Management
			2.2.1 Importance of Cooperation—Cohesion of People
				The Key to Cooperate
				Cooperation in Military Affairs—Diplomatic Strategy
				Family Cooperation—Emphasis on Filial Piety
				Interpersonal Cooperation—Advocating Benevolence and Righteousness
			2.2.2 Jointly Making Progress: A Review of Harmonious Relationship
				More Emphasis on Two-Way Interaction and Cooperation
				Fair Cooperation that Discards Class Differences
		2.3 The Way of Cooperation of Human
			2.3.1 Advocating Rule by Virtue
				Rigidity and Softness
				Moralization and Education
				Curb Evil Desire and Protect Rights and Interests
			2.3.2 Cooperation in Competition
				Harmony but Not Sameness
				Mutual Benefit
			2.3.3 Seeking Flexible
				Being Tact
				Linking up Through Communication
	3 Way of the Human—Management Based on Development
		3.1 Introduction
			3.1.1 The Connotation of the Way of the Human
			3.1.2 The Significance of Way of the Human
				Historical Meaning
				Realistic Guidance
			3.1.3 The Application of Management Based the Way of the Human
				Win the Will of People
				Creating Atmosphere
				Raising the State of Mind
		3.2 Development: The Direction of Relationship Management Between Humans
			3.2.1 The Meaning of Development
				Following the Rule of Nature—Govern by No Intervention
				Choose the Good—Doctrine of the Mean
			3.2.2 Ways: People and Views of Development
				More Emphasis on Self-development Initiatives
				Paying More Attention to the Bidirectional Nature of Development
		3.3 Following the Laws of the Way of the Human
			3.3.1 Shi Ren (Being Able to Appraise a Person’s Ability and Character Correctly)
				Observing the Unique Talents of Others
				Identifying People’s Unique Advantages
			3.3.2 Yong Ren (Making Use of Personnel)
				Make Best Use of the Advantages and Bypass the Disadvantages
				Seek Reality Following the Name
			3.3.3 Su Ren (Educating People)
				Shapingoneself
				Shaping Others
	References
6 Self-cultivation-Self-oriented Management
	1 Introduction
		1.1 The Connotation of Zhi Shen
			1.1.1 Zheng Xin Cheng Yi (Rectifying Heart and Being Sincere in Thoughts)
			1.1.2 Wei Xue
			1.1.3 Xiu Xing
		1.2 The Doctrine of Zhi Shen
			1.2.1 Ren Li (Benevolence and Propriety)
			1.2.2 Xing Shan (Kind)
			1.2.3 Zhi Zhu (Contentment)
			1.2.4 Ren Rang (Forbearance)
			1.2.5 Kuan Rong (Tolerance)
		1.3 The Application of Zhi Shen
	2 Yang De (Cultivating Morals)
		2.1 Moral Character
			2.1.1 Honesty and Trustworthiness
				A Man Cannot Succeed Without Integrity
				An Enterprise Without Integrity Cannot Achieve Long-Term Development
			2.1.2 Emulating Those Better Than Ourselves
				Seeing Men of Worth, Think of Equaling Them
				Emulating Those Better Than Ourselves in the Enterprise
			2.1.3 Being Courageous and Decisive
				Being Bold in Making Innovations and Dare to Take the Responsibility
				Being Moderate and Balanced
		2.2 The Philosophy of Life
			2.2.1 Being Consistent with Words and Deeds
				Yan Bi Xing, Xing Bi Guo (Promise Must Be Kept and Action Must Be Firm and Decisive)
				Being Consistent with Words and Deeds in Enterprises
			2.2.2 Being Modest
			2.2.3 The Benevolent Loves Others
				Respecting Others
				The Heart of Benevolence
	3 Xiu Zhi (Improving Wisdom)
		3.1 Wei Xue: The Cultivation of Learning Ability
			3.1.1 Bo Xue
				Inclusiveness
				Integration and Innovation
			3.1.2 Shen Wen
				Investigate and Query
				Repeated Scrutiny
			3.1.3 Shen Si
			3.1.4 Ming Bian
				Identify the Authenticity
			3.1.5 Analyzing Problems
			3.1.6 Du Xing
		3.2 Xiu Yi: Cultivation of Professional Skills
			3.2.1 Zhuan Jing (Specialization)
			3.2.2 Zuan Yan (Studying Intensively)
		3.3 Zong Heng: Cultivation of Systematic Thinking
			3.3.1 Du Zhi—The Purpose of Learning
			3.3.2 Bo Xue—Holistic Learning
			3.3.3 Relatedness—The Organic Relevance of Learning
			3.3.4 Persistence—The Dynamics of Learning
				Step by Step
				Keeping Learning
	4 Xiu Xing
		4.1 Zi Xing: Self-awareness
			4.1.1 Self-knowledge
			4.1.2 Taking Other People as the Mirror
				Listening to Both Sides, One Will Be Enlightened
				Heeding Only One Side, One Will Be Narrow-Minded
			4.1.3 Learning from History
		4.2 Zi Lv: Self-restraint
			4.2.1 Being Strict with Oneself
			4.2.2 Treating People with Tolerance
				The Heart of Tolerance
				Being Tolerant of Other’s Differences
				Being Tolerant to Others’ Shortcomings
		4.3 Shu Qing: Standing in Other’s Shoes
			4.3.1 Distinguishing Between Right and Wrong
				The Proper View of Right and Wrong
				It Is Easy to Make a Clear Distinction Between Right and Wrong, But Difficult to Make a Choice
			4.3.2 Being Friendly to Others
				Accumulating Kindness to Become a Good Virtue
				Considering Others in One’s Own Place
				Harmonious Interpersonal Relationship
	References
7 Governing the Public—Management to Others
	1 Introduction
		1.1 The Connotation of Zhi Zhong (Governing the Public)
		1.2 The Principle of Zhi Zhong
		1.3 The Application of Zhi Zhong
			1.3.1 Application in Ancient Times
				The People Follow the Ruler
				National Stability
				Social Development
			1.3.2 Application in Modern Times
				Enterprise: Strengthen the Cohesion Internally and Build the Image Externally
				Nation: National Unity and Social Development
	2 Ren Min (Treating People with Benevolence)
		2.1 Always Keep an Idea of Getting Close to the People
			2.1.1 Always Care about People
			2.1.2 Always Have People in Mind
				Ming Cha: Establish an Efficient Bureaucratic System
				Site Visit
			2.1.3 Enjoy What People Enjoy
		2.2 Take Real Actions for the People
			2.2.1 Highlight the Morality of Serving the People
			2.2.2 Fulfill the Duty to Serve the People
			2.2.3 Do Things for People Actively
		2.3 Good at Listening to Advice
			2.3.1 Show the Sincerity of Listening to Suggestions, Encourage Everyone to Give Advice
			2.3.2 Hear from All Parties
			2.3.3 Pay Attention to the Effect of Suggestions, Choose the Right Advice to Follow
			2.3.4 Improve the System to Keep Admonition Channels Open
	3 Zhi Min (Governing the People)
		3.1 Use the Law to Zhi Min
			3.1.1 The Basis of the Rule of Law
				The Connotation of the Rule of Law
				The Characteristics of the Rule of Law
				The Basic Requirements of the Rule of Law
			3.1.2 The Strategy of the Rule of Law
				Use the Legal System to Govern Officials
				Every Order is Executed Without Failure
				Improve the Legal System
			3.1.3 Revelation of the Rule of Law
				Improve the Legal System, Standardize Management
				Establish Authority, Take Effect
				Temper Toughness with Tenderness, the Art of Leadership
		3.2 Use Morality to Govern People
			3.2.1 Foundation of the Rule of Virtue
				The Connotation of the Rule of Virtue
				The Form of the Rule of Virtue
				The Relationship Between the Rule of Etiquette and the Rule of Law
			3.2.2 The Strategy of Rule of Virtue
				Regulate Yourself and Influence Others
				Attach Importance to Education and Respect Talents
				Educate the People with Etiquette
			3.2.3 The Revelation of the Rule of Virtue
				People-Oriented Management Philosophy
				Make Money and Make a Difference
				Establish a Good Corporate Culture
				Self-Discipline and Pacifying Others
				Honesty and Trustworthiness
		3.3 Harmonious Management
			3.3.1 The Basis of Harmonious Management
				The Meaning of Harmonious Management
				The Idea of Harmonious Management
			3.3.2 The Strategy of Harmonious Management
				Harmony is Precious
				Seeking the Golden Mean
				Combine Toughness and Tenderness
				No Intervention
			3.3.3 The Revelation of Harmonious Management
				Harmonious Managerial Quality
				Harmonious Employment Relationship
				Harmonious Internal Communication
				Harmonious Concept of Development
				Harmonious Marketing Competition
	4 Hui Min (Benefiting the People)
		4.1 Value the People’s Livelihood
			4.1.1 People-Oriented
				Confucius
				Mencius
				Xunzi
				Emperor Tang Taizong’s Idea That “The People are the Foundation``
				In the late Ming and Early Qing Dynasties, The Thought of “the people are the foundation” had a new development
			4.1.2 Practice of Ruling the Country
				Attach Importance to people's Livelihood
				Neglect the People’s Livelihood
		4.2 Safeguard People’s Livelihood
			4.2.1 Protect the People: Bring Peace and Stability to the Country
				Prepare the Army
				Avoid Invading Other Countries
			4.2.2 Love the People: Policy of Benevolence
				Keep Benevolence in Mind
				Implement Policy of Benevolence
			4.2.3 Nurturing the People: Make the Country Wealthy and Take Care of the People
				Treat People with Tolerance
				The People are Rich, the Country is Strong
		4.3 Improve People’s Livelihood
			4.3.1 Reduce People’s Burden of Life
				Major Measures to Reduce the Burden on Farmers in Ancient China
				Development of China’s Ancient Tax System
			4.3.2 Developing Production
				Stressing Agriculture and Restraining Commerce
				Broaden Sources of Income and Reduce Expenditure
	References
8 Dealing with the Things—Management to Transaction
	1 Introduction
		1.1 The Connotation of Dealing with the Things
		1.2 The Principle of Dealing with the Things
			1.2.1 The Principle of Moderation to Do Things Neither Not in Place Nor in Excess
			1.2.2 The Principle of Rational Choice to Hold the Two and Adopt the Moderation
			1.2.3 The Principle of Adoption to Adhere to the Law and Be Flexible
		1.3 The Application of Dealing with the Things
			1.3.1 Taking Confucianism as the Fundamental: Putting People First and Establishing Norms
				Governing by Benevolence
				Governing by Rite
				Governing by Morality
				Governing by Human Beings
			1.3.2 Taking Legalism as the Application: Taking the Law as the Key Point and Carrying Out Comprehensive and Standardized Management
				Taking the Law as the Guiding Principle
				Judging in the Context of the Law
				Using the Unified Law Made by the Manager
				Educating People on the Law
				Regarding the Law as Ever-Changing
			1.3.3 Taking Military as the Vanguard: Taking the Military Strategy as a Guide, Pay Attention to Tactics
				Theory of Being Vigilant in Peacetime
				Theory of Strategic Attack
				Theory of Victory in an Absolutely Dominant Position
				Theory of Rapid Strike
				Theory of Weak and Strong Points
				Theory of Intelligence
			1.3.4 Taking Taoism as the Basis: Basing on the Objectiveness and Respecting the Rule, “Do Not Struggle Against Nature and Do the Best for Things You Can Change”
				Tao Follows the Rule of Nature
				Relativism
				Harmony Between Human and Nature
				Governing by Non-interference
	2 Observing Things
		2.1 The Goal of Observing Things
			2.1.1 Hearing All Parties
			2.1.2 Evaluating the Situation
		2.2 The Thought of Observing Things
			2.2.1 Systematic Dialectic
			2.2.2 Following Nature
		2.3 The Method of Observing Things
			2.3.1 Taking Reason as the Basis
			2.3.2 Taking History as the Mirror
	3 Planning Things
		3.1 The Object of Planning Things
			3.1.1 Planning for Oneself
			3.1.2 Planning for the Others
			3.1.3 Planning for the Time
		3.2 The Concept of Planning Things
			3.2.1 Benevolence and Rite
				Rite is the Principle of Humanity to Identify the Interpersonal Relationship and the Rational Principle to Distinguish the Similarities and Differences
				Rite is the External Norm of Fulfilling Internal Moral Emotions
				Rite is the Ethical Norm to Impose Moral Requirements on Every Member of Society
				Rite in Confucianism Theory is Following the Time
			3.2.2 Profit and Righteousness
			3.2.3 Honesty and Credibility
		3.3 The Strategy of Planning Things
			3.3.1 Winning by Judging the enemy’s Situation Accurately
				Leaders Should Have Cautious on a Strategic Level, Take Measures, and Nip the Crisis in the Bud
				Managers Should Know as Much as Possible in Advance and Fully Grasp the Information
			3.3.2 Changing the Strategy with Changes of the Enemy
			3.3.3 Knowing Your Enemy and Yourself Well
	4 Doing Things
		4.1 The Attitudes of Doing Things
			4.1.1 Repairing the House Before It Rains
			4.1.2 Remaining Indifferent Whether Favored or Humiliated
			4.1.3 Making a Prompt Decision
		4.2 The Methods of Doing Things
			4.2.1 Definition of “the Theory of Constantly Changing by Law”
			4.2.2 Basic Law of the Law of “the Theory of Constantly Changing by Law”
				Contingency Does not Transgress the Law
				Contingency Does not Hurt People
				Contingency Does not Abuse
			4.2.3 The Application of “the Theory of Constantly Changing by Law”
				Ethics–The Most Important Thing in Chinese Culture is Ethics
				Democracy–Confucius Advocates Accommodating Dissidents, Which is the Basic Conditions of Modern Democracy
				Science–Chinese People Are Practical and like to Engage in the Performance of Physical Phenomena to Make a Truthful Description
		4.3 The Mode of Doing Things
			4.3.1 Being and Not-Being Grow Out of One Another
			4.3.2 Using Both Kindness and Authority
			4.3.3 Being Prepared for Danger in Times of Peace
	References
9 Zhi Yuan-Management of Personal Relationship
	1 Introduction
		1.1 The Connotation of Zhi Yuan
			1.1.1 The Connotation of Yuan
			1.1.2 The Connotation of Zhi Yuan
		1.2 The Principle of Zhi Yuan
			1.2.1 The Effect of Qing, Li and Fa
			1.2.2 The Application of Qing, Li and Fa
		1.3 The Application of Zhi Yuan
			1.3.1 The Effect of Yuan
				Relationship Plays a Big Part in Defining Individual Identity
				Different Types of Relationships Directly Influence the Way of Interaction in Human Relationships
			1.3.2 “He” is the Objective of Zhi Yuan
		1.4 Touching People with Qing
		1.5 The Connotation of Qing
			1.5.1 The Connotation of Qing
			1.5.2 The Status of Qing
				The Necessity of Qing
				The People-Oriented Nature of Qing
		1.6 Qing is Essential in Management
			1.6.1 The Effect of Qing
				Win people’s Heart with Qing
				Pursuit Development with Qing
			1.6.2 Investment of Qing
				The Application in Ancient Management
		1.7 Management Cannot Just Pay Attention to Qing
			1.7.1 The Scope of Application of Qing
			1.7.2 The Application Scenarios of Qing
		1.8 The Art of Managing by Affection
			1.8.1 Pacify Others: Meeting Demand
			1.8.2 The Use of Personnel: Creating an Initiative
			1.8.3 Love People: Managing People Like Their Parent
	2 Convincing People with Li
		2.1 The Connotation of Li
			2.1.1 The Connotation of Li
			2.1.2 The Status of Li
				Li is the Objective of Qing
				Li is the Standard of Fa
				Li is the Center of Qing and Fa
		2.2 The Management and Rationality of Li
			2.2.1 The Management of Li
			2.2.2 The Connotation of Rationality
				The Connotation of Rationality
				The Criterion of Judgment on Rationality
			2.2.3 The Explanation of Rationality: The Doctrine of the Mean
				The Doctrine of the Mean
				From the Mean to Li
		2.3 The Application of Managing by Li
			2.3.1 Ming Li: Set Objectives
				Management Needs Objectives
				The Setting of Objectives
			2.3.2 Da Li: Do What Should Be Done Without Overdoing
				Lao Tzu’s Inaction
				Do What Should Be Done Without Overdoing
				Shuo Li: Establish Communication
	3 Constraining People with Fa
		3.1 The Connotation of Fa
			3.1.1 The Connotation of Fa
			3.1.2 The Status of Fa
		3.2 The Effect of Fa in the Management
			3.2.1 The Necessity of Fa
			3.2.2 The Scientific Nature of Fa
				The Management of Fa
				Treat Fa Scientifically
		3.3 The Application of Managing by Fa
			3.3.1 Ming Fa: Bring System into the Public
			3.3.2 Chong Fa: No Personal Privilege
			3.3.3 Yan Fa: Implement Stoutly
	References
10 Situational Governance-Management of Specific Situation
	1 Introduction
		1.1 The Connotation of Situational Governance
			1.1.1 The Meaning of Situational Governance
			1.1.2 The Source of the Model of “Shan Yin, Li Dao, and Zheng Qi”
		1.2 The Method of Managing Under Certain Situation
			1.2.1 The Type of Situational Change
				The Type of Natural Development
				The Type of Positive Guidance
				The Type of Malignant Development
			1.2.2 The Relationship Between the Model of “Shan Yin, Li Dao, and Zheng Qi” and the Situational Change Types
				The Type of Natural Change
				The Type of Positive Guidance
				The Type of Malignant Development
		1.3 The Application of Managing Under Certain Situation
	2 Shan Yin—Situation Complying with Natural
		2.1 A Situation Change by Following Oneself
			2.1.1 Introspection and Sense of Shame
				Introspection
				Shen Du (Behave Oneself When Alone)
				Zhi Chi
			2.1.2 Xue Er Shi Xi (Learn and Review on Time)
				Bu Chi Xia Wen (Feel no Shame to Learn from One’s Subordinates)
				Xue Si Jie He (a Combination of Learning and Thinking)
				Jin Er Bu Zhi (Never Stop the Progress)
			2.1.3 Career Design
				Managers Design a “Zhi (Will)” for Themselves and the Enterprise
				Build a Learning Self and Enterprise
				Attaching Importance to Important and Sensitive Periods of Time
		2.2 Complying with the Situation Changed by Others’ Factor
			2.2.1 Teaching Without Discrimination and According to the Aptitude
				Teaching Without Discrimination
				Give Systematic Guidance
				Teach with Aptitude
			2.2.2 Combining Xu and Shi, Yu and Zhi, Gong and Shou Flexibly
				Xu and Shi
				Yu and Zhi
				Gong and Shou
		2.3 Complying with the Situation Changed by Environmental Factors
			2.3.1 All Things Are Continuously Growing, but Tian Does Not Say Anything
			2.3.2 Neither Seek to Follow the Ways of Ancestors nor Establish Any Fixed Standard for All Times
			2.3.3 Time Keeps Passing just Like a Flowing River, Does Not Matter if It Is Day or Night
	3 Li Dao—Guide a Good Development Situation
		3.1 Encourage Talented People
			3.1.1 To Oneself: Complying and Inaction
				Hidden in the Heart, Keeping as a Secret
				Wise Lord Governs the Rule and Clears Division of Labor
				Treat the Virtuous and Capable Person in a Polite Way, and Only Employ the Virtuous and Capable Person
			3.1.2 To People: Wisely Observe People
				Be Vigilant to Black Sheeps
				Be Vigilant Against the Evil Plots
				Investigate the Fact Wisely
			3.1.3 To Officials: Rewards and Penalties Are Clearly Defined
				Reward Fairly and Punish Strictly
				Give Position Based on Capability
				Judge People According to Facts and Clear Rewards and Penalties
			3.1.4 Create Shi (Momentum) to Win
			3.1.5 No Battle: Take the Strategy as the Head
			3.1.6 Before the Battle: Know Both Ourselves and the Enemy
			3.1.7 In Battle: Win First and then Fight
		3.2 Consider Benefits and Harm as an Action Guide
			3.2.1 Act When It Is a Benefit; Stop When It Is Harmful
			3.2.2 Choose the Best Benefit; Choose the Least Harm
				Seek Advantages and Avoid Disadvantages
				The Obvious and Hidden Pros and Cons
				Win-Win
			3.2.3 Change According to Profit, Win Through Surprise Strategy
	4 Zheng Qi—Situation Dealing with Malignant Changing
		4.1 Ideological Education
			4.1.1 A Stable and Strong State Will Dominate
				Self-improvement
				Strict Internal
				Joint Efforts
				Pacify the Masses
			4.1.2 Long-Term Benefit Leads to Victory
		4.2 Institutional Constraints
			4.2.1 Be Strict to Internal Management
				Popularizing the Law First, Knowing and Learning the Law
				Strict Enforcement of Law, High Reward and Heavy Punishment
				Everyone Should Be Equal Before the Law
			4.2.2 Reform the Rule of System
				Revise Timely
				Implement New Law
		4.3 Unified Management
			4.3.1 Shi Zhe: Build the Authority of Management
				Fa and Shu Are Indispensable
				Enhance the Shi of Image
				Reduce Shi of Others
			4.3.2 Fen Shu: Identify the Object of Management
				Problem of Establishing an Organization
				Problem of Strategic Adjustment
				Problem of Information Management
			4.3.3 Xing Ming: The Process of Assisting Management
	References
Appendix A Ancient Chinese Wisdom in Management
Appendix B Ancient Chinese Reference Books
Appendix C Ancient Chinese Thinkers
Appendix D The Classical Business Cases in Ancient China
Appendix E The Civil and Commercial Organizations in Ancient China—The Top Ten Commercial Gang
Appendix F The Development and Transformation of Personnel Management in Ancient China