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What are the contents of enterprise management ？
To sum up, there are five aspects ： Plan management 、 Process management 、 Organizational management 、 strategic management 、 cultural management .
These five aspects are a progressive relationship , The order cannot be reversed , You can't just emphasize one and ignore the others .
A good business management , We need these five aspects to work together , The synergy of these five elements is the system capability of the enterprise , Only enterprises with systematic ability can hope to have core ability .
Planned management is often associated with planned economy , The direct consequence of this prejudice is that management is in disorder .
In the understanding of the plan itself , Most people think of a plan as a set of data , It's a guiding text of evaluation index , No one seriously thought about , The plan itself is part of Management .
Plan management is to solve the problem of whether the relationship between objectives and resources matches . therefore , Plan management consists of three key elements ： The goal is 、 Resources and the matching relationship between the two .
The goal is the basic point of plan management . Plan management is also known as management by objectives , The realization of management by objectives needs three conditions ：
1. Strong support from the top ;
2. The goal is to be able to test ;
3. The goal is confirmed by senior management .
Resources are the objects of plan management . Many people's understanding of plan management is closely related to goals , We usually think that the goal is the object of plan management , In fact, the object of plan management is resources , Resources are the conditions for achieving goals , To achieve the plan , The only way is to get resources .
Target and resource matching is the result of plan management . It can also be said that the matching relationship between the two is the standard to measure the quality of plan management .
When you have the resources to support your goals , Plan management is realized ; When resources can't support the goal or exceed it , Or “ Daydreaming ”, Or it's a waste of resources .
So we don't have to care what kind of goals the company sets , What are the goals of an enterprise , We just need to care about whether we have the resources to support our goals .
When enterprises enter the international market in a high profile , Whether you have international talent 、 International channels and products that meet international standards ? If not , It's futile to have a lofty ambition .
The key to improving enterprise efficiency is process . Realizing process management needs to change some habits of traditional management ： One is to break the habit of functional management ; Second, cultivate the habit of systematic thinking ; Third, form a performance oriented corporate culture .
Break functional habits . To a large extent, the functional departments in Chinese enterprises are inherited from the ancient official system “ Self interest orientation ” Instead of “ Service orientation ”.
stay “ Self interest orientation ” Under the circumstances , The privileges of various functional departments have expanded , Everyone only pays attention to the degree of functional completion and vertical management control of the Department , There is often a lack of complete and organic connection between the functions and behaviors of departments , This leads to a decline in the overall efficiency of the enterprise . therefore , We have to break the habit of functional segregation .
Cultivate the habit of systematic thinking . Process orientation focuses on goals and time , namely ： As a customer 、 Market demand oriented , The behavior of an enterprise is regarded as a set of processes on a total process , Manage and control this collection , Emphasize the coordination and goal of the whole process .
Every job is part of the process , It's the node of the process , Its completion must meet the time requirement of the whole process , Time is one of the most important criteria in the whole process .
Time as the basic coordinate determines that we need to think systematically , Instead of just depending on your department or location .
Form a performance oriented corporate culture . Forming a performance oriented corporate culture is the guarantee of process management . The management should pay attention to changing the concept of employees , Motivate every employee to participate in process reengineering by making them understand the concept , Pay attention to the suggestions of employees, complete the change of management style .
There is no such cultural atmosphere , Process management can only be a mere formality , This is also the fundamental reason why many enterprises can not succeed in introducing process reengineering .
Power and responsibility have always been two aspects that need to be balanced in management , Keeping these two aspects in balance is the problem to be solved by organization management .
From the classical organization theory , We know that there are four basic principles in the design of organizational structure ：
One is the unity of command , A person can only have one direct supervisor ;
Second, the range of management , The effective management range is 5-6 personal ;
Third, division of labor , According to the rights and responsibilities and specialization to carry out horizontal and vertical division of labor ;
Fourth, it is a department , The division of labor generated by the same professional staff gathered in a department , LED and coordinated by a manager .
The classical principle of organizational design is to balance the relationship between power and responsibility . Therefore, the realization of organizational management needs two conditions ： Specialization and decentralization .
professional . Specialization can solve many problems , Including the sense of service 、 The possibility of sharing , what's more , Specialization can eliminate the worship of power .
If everything is based on specialization , Respect standards and Science , People will no longer rely on power and position to transmit information and instructions .
The separation of powers . Many enterprises also have decentralization manuals , There is also a system of decentralization , But implementation often goes awry , The reason is that we can't correctly understand what decentralization is .
Decentralization means that once power is distributed, it can no longer be recovered , And authorization is recoverable , A lot of people like to confuse decentralization with empowerment .
The core competitiveness of an enterprise includes three basic characteristics ：
1. Core competence provides the potential to enter diversified markets ;
2. Core competence should make a key contribution to the value valued by customers ;
3. The core competitiveness should be the ability that competitors are hard to imitate .
obviously , These three characteristics all reflect that the key element of core competitiveness is to define the core competitiveness of enterprises from the perspective of customer needs .
It doesn't meet the needs of customers 、 The ability not to make a key contribution to the value that customers value most is not the core competitiveness .
First of all, the core competitiveness should be the ability to deeply understand and accurately grasp the market and customer needs . For this point , Haier sums it up like this ：“ Zero distance with customers means long distance with competitors ”.
The establishment and cultivation of core competitiveness is very important for the establishment of market leadership and competitive strength of enterprises . So , Enterprises must take a long-term strategic view .
Enterprises themselves need to examine the business they run 、 Resources and capabilities , Observe the development trend of market demand and technology evolution ; By using the enterprise's innovative spirit and ability , Unique insight to identify the development direction of the core competitiveness of the enterprise , And define the technology that constitutes the core competitiveness of enterprises , These are the questions that strategic management needs to answer .
therefore , Simply speak , Strategic management is a unique management effort to gain core competitiveness . In the process of the integration of the core competitiveness elements of enterprises , It needs to be supported by relevant mechanisms and environmental conditions .
Strategic management includes ： An organizational management mechanism conducive to learning and innovation 、 Decentralized flat network organization centered on team management 、 Create a dynamic innovation incentive mechanism 、 market-oriented 、 Enterprise culture atmosphere centered on customer value pursuit .
Last , It depends on an open and mutual trust cooperation environment .
Based on this , The core competitiveness of an enterprise is also a kind of ability advantage based on enterprise resources , And it's heterogeneous strategic resources , Such as ： technology 、 brand 、 The enterprise culture 、 Marketing network 、 Human resource management 、 The information system 、 Management mode, etc .
Only in these areas to strengthen the prominent , Establish complementary knowledge and skills system , Only in this way can enterprises obtain sustainable competitive advantage .
《 Forbes 》 The unveiling of America's rich list is usually a celebration of Heroes , Because the people on the U.S. rich list , Their wealth is slowly accumulated and publicly measurable .
And every time it comes to China's rich list , Except for some legends , Most of them can't stand rational deliberation and consideration .
People have noticed the difference between the rich and business leaders ： Wealth alone cannot be a pillar of society , Business leaders have finally become the focus of attention .
Business leaders represent the direction of national spirit , The root of an enterprise's corporate culture , It is the embodiment of the way of thinking and management of enterprise leaders .
Corporate culture is the core soul of an enterprise , It's also the essential characteristic of an enterprise .
With the development of enterprises , The development of corporate culture usually goes through the personality charm of entrepreneurs ( Entrepreneurial culture )― Team personality ( Team culture )― Enterprise personality charm ( The enterprise culture ), In the end, it forms the charm of social personality ( Competitive culture ).
Therefore, corporate culture management should go through the survival goal orientation 、 Rule oriented 、 Performance orientation 、 Innovation oriented 、 A gradual transition of vision orientation , Only in this way can we ensure the gradual growth of enterprises .
With the increasingly fierce market competition and international competition , Chinese enterprises are promoting the transformation of their corporate culture to a vision oriented competitive culture , There is still a long way to go .
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