How to do a good job in enterprise management

The actual operators of enterprises are faced with a big "chess game". For enterprises that have developed to a certain stage, the management of enterprises is basically the management of this "chess game". The following is how to do a good job in enterprise management, which I have carefully sorted out. Welcome to read the collection.

Analysis on how to do well the management of 1 enterprise;

Analysis of the situation is mainly to analyze the main reasons for poor management of enterprises. What is the main reason? The main reason refers to the key factors that lead to the result. Without these factors, the result would not have happened. In many cases, the risk of the main factor is often inappropriate. For example, if someone falls recently, go to see a doctor. The doctor said that you often skip breakfast. This person is really like this. The doctor said that you don't eat breakfast, which leads to low blood sugar and makes people faint easily, so it's easy to fall down. Everything seems to be all right, but the real reason may not have much to do with skipping breakfast, but because the man's ankle is faulty. In fact, the doctor just gave a more general reason, but this reason is not necessarily the main reason for the enterprise problem.

Whether the business operation of an enterprise is proper or not is mainly evaluated from three aspects: the business performance, the risks suffered and the future potential of the enterprise. The gap between the actual operating conditions and the optimal results of enterprises is the problem of enterprises. The effect of an enterprise is mainly determined by three factors, namely, people, events, technology and methods. The management effect of an enterprise is actually achieved by people doing things in a certain way on a certain technical platform.

Therefore, the problems of enterprises are caused by these three aspects and their mutual relations. Simply put, it is because of people's problems, methods, things themselves, or people and things don't match.

People's problems are mainly determined by their abilities and psychological characteristics. People's ability is relatively dominant, easy to judge, and the problems brought by ability are relatively obvious. However, people's psychological characteristics are relatively invisible, and the problems caused are easy to hide. People's psychological characteristics mainly include the following aspects. These aspects are neither advantages nor disadvantages. Advantages and disadvantages are relative, so there is no need to pursue them. These qualities include: greed, laziness, jealousy, lust for power, vanity, greed for petty advantages, willingness to comment on others, eagerness to express, sense of accomplishment, sense of belonging, security, possessiveness, desire for control, self-motivation, self-righteousness, good teacher, timidity, fear of being cheated and conservatism. The degree of these psychological characteristics varies greatly among different people, but for a group, the psychological characteristics of this group are very similar. The psychological characteristics of enterprise employees determine some risks faced by enterprises, and also provide guidance for enterprise management to control and motivate employees.

In terms of things, according to what to do, determine another part of the risk. For example, if you want to keep an account, you may have the risk of making a mistake. In addition to all enterprises, it is mainly related to the industry in which the enterprise is located and also has a certain relationship with the scale of the enterprise.

Technology and methods, in addition to the more general part, are also the same as "things", mainly related to the industry in which the enterprise is located, as well as the scale of the enterprise and the management style of the CEO.

Internally, the optimization of enterprise management is to minimize problems and eliminate the gap between actual performance and optimal performance. From this point of view, the universal and mature enterprise management model should play a certain role in optimizing the business performance of enterprises, but it is difficult to eliminate the gap to a great extent. To a certain extent, this explains why foreign management experience is often not good for China enterprises, while foreign-funded enterprises in China also employ China people, but this problem does not exist. It is precisely because China people who have entered foreign capital have merged into the cultural environment of foreign-funded enterprises to a certain extent, and their psychological characteristics are very different from those of employees working in local companies in China. The same management methods in ancient China can't be directly applied to modern enterprises, because "people, things, methods and technologies" have changed greatly.

Although the methods can't be directly applied, the ideas should be learned and can be used for reference. Imagine that there are countless schools of management at all times and in all countries. Although most of them sound reasonable, many of them conflict with each other. The business management of an enterprise is most afraid of the existence of two or more conflicting guiding ideology within the enterprise.

There is an old saying that "all happy families are similar, and each unhappy family is unhappy in its own way." But the situation of enterprises is just the opposite of this sentence. "Successful companies are different, and failed companies are similar." In fact, not only failed enterprises are similar, but also the problems of successful enterprises are similar to those of failed enterprises. In fact, the problems of failed enterprises are not necessarily bigger than those of relatively successful enterprises, and many failed enterprises are largely unlucky. For example, enterprises with major mine accidents have the worst safety measures, and enterprises on fire are not the most imperfect in internal management.

The basic risks faced by enterprises are basically determined by three factors. First, the work to be completed by an enterprise is mainly related to the industry in which the enterprise is located, in addition to the basic work to be carried out by the enterprise. The industry determines what the enterprise wants to do. The second factor is the culture of the relevant personnel in the enterprise. These people include not only employees of enterprises, but also consumers, suppliers and relevant government personnel. The ideas of relevant personnel determine the risks faced by enterprises. If the relevant personnel are lazy, the enterprise will face the risk of employees being lazy. If the relevant personnel act carelessly, the enterprise will face the risk of order failure, which may bring safety or quality risks. The third aspect is the technology adopted by enterprises. If enterprises use assembly lines, the risks they face are naturally different from pure manual operations. The use of ERP will also bring related risks, and because of this, the risks of enterprises will be similar.

Recently, the media has been discussing the so-called "China model" enthusiastically. I think the China model has two meanings, one is the model with China's wisdom, and the other is the model suitable for China at this stage, that is, the model suitable for dealing with the related risks caused by China people's culture. I think the first aspect is relatively more important of these two aspects.

The "situation analysis" of enterprises should start from three main aspects. First, the enterprise's major mistakes or shortcomings. Second, enterprises are trapped by interlocking error chains. Third, the main risks faced by enterprises. The fourth is the "paradox" of enterprise management.

Recently, my cousin told me that the photo studio where she works is not doing well. I asked, her studio is engaged in children's photography, which is the most prosperous area in our city with a large area, but their studio has basically done nothing in marketing except establishing a big brand, which is only a major mistake or deficiency in commercial operation.

According to my understanding of the preparation business of Yijia Group, the biggest problem of the preparation business is that it falls into two interlocking condoms. A chain cover is a variety of product specifications, which is mainly due to the fact that a single product cannot be measured, the sales department pursues sales, and the production department pays a lot of hidden costs in frequently changing product specifications, and the procurement and production order is destroyed. Another chain cover is the quality problem. Because of the existence of a large number of returns, the recycled products are put into new products, resulting in unstable product quality. At the same time, the processing of returns takes up a lot of time in the technical department, and the unstable product quality will lead to a larger number of returns.

During my stay in Shouguang, Shandong agricultural resources fell into a "paradox of choice". On the one hand, we want to expand the profit margin of enterprises and increase sales through direct supply. However, driving delivery faces higher operating costs. On the one hand, I want to increase the number of product specifications and act as an agent for foreign products, but at the same time, the increased number of product specifications increases the risk of return, and acting as an agent for foreign products takes up a lot of time and energy of employees. If all converted into cost, it may not be so suitable.

Breakthrough in enterprise management;

The so-called break is to find a breakthrough. There are several types of breakthroughs: bottlenecks, weak links, hubs and other ways.

As far as the business of Shandong Yijia Preparation is concerned, what is the bottleneck limiting its development? At first, I thought it was due to the uncertainty of the market, and then enterprises were passively following the market and struggling to cope. Later, I found that the uncertainty of the real final market is not so great in most years. Enterprises are not running with the final consumer market, but with dealers. For example, there is a dealer in a county, and this dealer will provide out-of-stock information. Enterprises are running with such out-of-stock information, but the information of this dealer may not represent the real supply and demand response of the market. If he lacks a product, it doesn't mean that the market lacks a product. Therefore, the bottleneck restricting the development of its preparation business lies in the distributors. It is the focus of sales management to comprehensively weigh the choice of dealers, their sales ability, sales network, the inventory of various commodities and the relationship with other suppliers. Only by breaking through this bottleneck can related matters be greatly improved.

Let's talk about an agricultural material first. Yijia Agricultural has been choosing the high-cost sales revenue growth mode for a long time. As a result, although the sales revenue has increased, the profit has not been greatly improved, and the intangible return risk will give the enterprise a greater blow. To break through, we must find another way and seek a relatively low-cost income growth model. Salespeople are not blindly expanding the number of dealers, but driving along the street like hawkers. But to strengthen the control of dealers as a starting point to form a more stable relationship. In addition, by opening direct stores to master the terminal market, of course, it is also to control costs.

Solution:

After the game is broken, we need to solve the game and find a breakthrough, but there are still a lot of related problems to be solved, which may bring new problems after the breakthrough.

To solve the problem, we must pay attention to and do a good job in several aspects.

After the introduction of new policies or directions, it is necessary to give verbal guidance to ensure their implementation, but it is more important to evaluate the corresponding changes in incentive policies.

After the break, there should be a plan to deal with all kinds of possible new situations, especially to keep abreast of the ideological trends of the personnel. Be prepared for the success or failure of the game.

The change of employees' concept is the key to the success of the solution. However, the change of ideas can often be achieved not by oral explanation, but by letting employees implement them first, and gradually recognize new ideas after a period of implementation.

The solution should be based on the long term, and at the same time, if possible, there should be room for reform to be postponed.

Re-layout:

After solving the main problems of the enterprise, it is necessary to make a more macro layout and obtain better development. Whether an enterprise's operation is achieved or not is mainly evaluated from three aspects: operating performance, risks it has suffered and future potential. The risk borne by an enterprise is a kind of cost, and the risk cost is the product of the possible damage caused by the risk and the possibility of the risk. Since risk is a kind of cost, it is necessary to gain greater benefits while experiencing certain risks. It used to be said that it was risky not to make money. On the other hand, since risk is a kind of cost, just like other costs, we can't ignore the higher increase of actual operating costs in order to reduce the cost of risk; Similarly, we can't bear high-risk costs because of saving actual operating costs.

Legalism should be the ideological basis of modern enterprise management. In essence, the Legalist thought is linked by "profit", the Confucian thought by "courtesy name" and the western management thought by "power and responsibility". In contemporary China society, "profit" is the strongest bond.

From the practice of enterprise management optimization, the optimization method should start from two directions. On the one hand, it is necessary to adapt the optimization method to the specific reality of the enterprise, that is, to adapt to the "people, things, methods and technologies" of the enterprise. At the same time, we should try our best to adjust the "people, things, methods and technologies" within the enterprise to adapt to the optimization methods adopted in order to achieve better optimization results.

In the specific operation process, the optimization of enterprise management should analyze the problem from the micro, but solve the problem from the macro. This is basically the same as medicine. To study human diseases, we must first study cells, genes and so on. From the micro level, but from the macro level, the best way to fight the disease is not to treat the symptoms, but to maintain health, fitness and so on.

The optimization of enterprise management is a step-by-step work, with no beginning and no end. And with the change of the internal and external environment of the enterprise, it must be constantly adjusted.

How to do a good job in enterprise management II. First of all, the organization is streamlined.

Enterprises, like plants in nature, will grow wildly uncontrollably when they grow up, and management is to stop them from growing wildly through constant pruning. I learned pruning when I jumped the queue as an agronomist, but I didn't expect it to come in handy in the enterprise. If enterprises want to keep growing, they need to keep pruning. What should I subtract? Reduce organization, hierarchy and redundancy to help enterprises grow healthily all the way. Some people may think it's a pity to cut off the branches and leaves, but if you don't cut off the fruit, you won't grow well. For example, when planting tomatoes in greenhouse, attention should be paid to pruning, otherwise the extra branches will compete for nutrients, and the fruit will absorb less energy and eventually grow badly. Therefore, enterprises should continue to be refined.

Second, refined management.

The core is to reduce costs and improve quality. In refined management, we should always focus on the two basic points of cost and quality. Even today, no matter how high the technology is, if we forget these two basic points, we will still fail.

Third, lean management.

Lean refers to efficiency, even if the cost is reduced to zero, it may not make money, so we should work hard on efficiency management.

The first is brand building. Just now, I was very happy to hear that China's brand value exceeded US$ 654.38+0 trillion. However, among the top 654.38+000 global brand value rankings published by Forbes in 2020, Huawei is the only China enterprise, and there is still much work to be done in brand building in China. For example, in the automobile industry, the streets are full of "universal" cars, and there are not many real independent brands; There are also well-done, for example, home appliances are basically independent brands, and Midea, Gree and Haier are all good; The wine industry also performed well. Maotai and Wuliangye are international brands. But there are no brands in the tea industry, only varieties, such as Longjing, Biluochun, Dahongpao and Pu 'er. Lipton black tea has a strong brand competitive advantage in the global market. Varieties without brands are not competitive. In the past, China took the route of "exchanging market for capital and market for technology", with gains and losses, but lost its brand. For example, the profits of joint venture automobile enterprises are mainly earned by brands and technologies, while domestic enterprises only charge labor costs. There are so many industries in China, but there are not many truly independent brands. Everyone should think about this problem.

Today, we are going to reshape the brand, set off a national wave, and build a number of national brands such as He Fei milk powder and Yunnan Baiyao. The rise of brand is based on quality. After 40 years of reform and opening up and OEM production for brands in western countries, our quality is already superior in the world, but we still lack good design and marketing in the brand. If these two aspects are improved, brand building will be just around the corner.

The second is that the price is reasonable. All along, my pricing idea in the enterprise is "quality, price and service first", and we must never engage in price wars with low quality and low price. It is difficult to have both high quality and low price, and quality has a cost. If the quality is not well done, we can only fight price wars to compete for the market. The final result is often that brands are eliminated and good brands cannot survive at low prices. Therefore, in order to have a healthy market, enterprises should improve product quality and service and refuse price wars. For example, Beixin Building Materials, a subsidiary of China Building Materials, was a director of this company more than 20 years ago and later led it to go public. The core business of Beixin Building Materials is Longpai Gypsum Board, which is definitely not high-tech, but China technology at most, but its products sell well, with an annual after-tax profit of more than 2 billion, and it is a high-quality listed company. Its success depends on the words "quality and price" I left more than 20 years ago.

In recent years, Beixin Building Materials has always insisted on implementation and resolutely refused to fight price wars. Builders in Beijing use Longpai gypsum board, the price is slightly higher than others, but the product quality is the best. At present, there are more than 100 production lines in China. Without price, there is no profit, and without profit, there is no innovation ability. Therefore, the price is the lifeline of the enterprise, and you must not joke about "life".

The third is product segmentation. Enterprises sometimes consider changing careers when they encounter industry difficulties. In fact, they should consider transformation rather than career change. Transformation is to upgrade technology, products and structure with new technologies, rather than simply switching to another industry that is not familiar with and good at it. For example, Volvo thinks that cars are a sunset industry and turns to aircraft engines and radars. As a result, it turned around and built a car. The car was not ready, and it was finally acquired by Geely. Toyota has always insisted on building cars. I went there the year before last. At that time, its turnover was 1.8 trillion RMB, and its profit was 1.30 billion RMB. There are many kinds of Toyota cars, only a few of which are seen in China, and they are not the best. So we have encountered difficulties in the industry. Instead of quitting the industry immediately, we should open up market segments by doing fine products. Every time it is subdivided, the added value of the product will increase. There are more than 100 kinds of bread flour in France, and there are almost no traditional cement in Japan, all of which are special cement, and there are also more than 100 kinds.

In a word, talking about these problems is to tell you how to do a good job in enterprise management. We should not only study macro issues, but also study whether our efforts are enough. As the president of China Association of Listed Companies, I found that some of the problems of listed companies are illegal and unable to operate, and some are not due to illegal acts. Entrepreneurs worked hard to run the company, but there were problems in development strategy and management, and finally they had to stop. I really can't bear to see this situation. Therefore, both small and medium-sized enterprises, large enterprises and listed companies need to work hard on development strategy and management. I hope these ideas and suggestions will help you.