Business management: success in business, failure in management

According to the world bank, the average life expectancy of American companies is about 40 years, while that of Chinese companies is only 4.5 years, and that of private companies is even shorter, at 2.5 years.

According to the world bank, the average life expectancy of American companies is about 40 years, while that of Chinese companies is only 4.5 years, and that of private companies is even shorter, at 2.5 years.

Why Chinese enterprises always do not do big? Why Chinese enterprises always do not do long? Why are Chinese enterprises often caught dead, a mess? Why are Chinese companies so inefficient and costly...

The phenomenon of "three mistakes" is common among entrepreneurs

The first "mistake" : the phenomenon of fooling

The most typical corporate behavior is: what makes money and what does it do

Daily work from the enterprise helmsman to front-line employees want to do how to do, do not get the helmsman blame others, feeling can not find "capable person".

The larger the enterprise helmsman is more "fireman", the first two years can also be lazy to do "shake off the shopkeeper", two years because of the cruel market competition, money is not good to earn, the enterprise helmsman has become appearance scenery, heart panic.

Enterprise staff are fickle, few people care about the relationship between the quality of daily work results and enterprise goals, from top to bottom.

Second "wrong" : hu gan phenomenon

(1) work without standards, and do as you like, regardless of results or objectives;

(2) work more work less the same, all employees are "only", or simply do not matter, do not happy to leave;

(3) no inspection and supervision, no summary and help, no training and training, and no communication and coordination.

Third "wrong" : nonsense phenomenon

(1) the helmsman of an enterprise does not have faith, only has the human voice, and he will do it under the leadership, instead of doing it after thinking it over. He makes arbitrary decisions and promises casually.

(2) most people in the enterprise are overworked, employees have no faith, belief and goal, and their values are confused. The phenomenon of attribute characteristics shown by informal organization is serious, that is, employees in the unit do not talk about goals, responsibilities and rights, but more about emotions, interests and hobbies. There are a lot of "opinion leaders" in enterprises. Some of them talk freely all day long for their own personal interests, which seriously undermines the organization's goals. This is actually selfish performance, really asked how the enterprise management, "ask three don't know, ask again will be crazy".

02 why does this happen in enterprises?

(1) employees do not know what to do based on their experience -- the objectives and tasks are not clear;

(2) employees do not know how to do it by experience or do not know the operation process;

(3) employees with experience or do not know to what extent - do not know the standard of work;

(4) experience or not knowing what to do -- lack of incentives, lack of pay, lack of policy;

(5) too many levels, unclear division of labor and unclear authority -- unclear division of organizational structure, department functions and post responsibilities;

The reason behind this, in fact, is the foundation of the enterprise's basic management is not strong. Because the basic management of enterprises is not solid, these enterprises lack the necessary self-stabilization mechanism and immune mechanism, just like the house built on the beach, the impact of an external force, the enterprise will fall.

Enterprises lack the ability to effectively determine goals

Enterprises without the ability to effectively determine goals can be divided into the following categories:

1. Do not make a plan at all, from the top to the boss down to the employees every day by inertia to find work, often waiting for "things to find him", managers everywhere "fire-fighting" work;

2. Also do target enterprise daily, but aim at all leadership in mind, not form a written plan, the leadership thought of which is which, subordinate completely by the command of the leadership, lack of planning in the management of enterprise, management extensive, employees are generally complain about the boss at work, the respect such as decision-making often appear arbitrary and blindness;

3. In the process of goal setting, managers tend to rely on feelings, taking things for granted, preferences and temperament, and most people seldom make careful, systematic and logical arrangement.

For example, if the upper leadership decides on a sales target, it will be rigidly decomposed to the Marketing Department and then to the individual head of the marketing personnel. Whether the subordinate has the ability to complete the task is not the responsibility of the leader. When employees fail to do so, leaders hold them accountable.

Even if some enterprises have set the goal, they cannot do anything about it. They cannot transform it into departments, teams, posts or even employees.

Many managers are prone to the following mistakes when setting subordinate goals. Failure to make subordinates fully understand the company and department goals leads to the fact that subordinates only care about their own goals and tasks and do not consider the department and overall goals, which is a deviation in the direction of small goals and big goals. Set subordinate goals as a distribution of work, regardless of the opinions of subordinates, whether the subordinates agree or not; I think setting goals for subordinates is too complicated, and management is too complicated, because there is resistance to the work...

4. Make plans every month and every week. Leaders will also organize subordinates to hold meetings to determine the next month, next week or the next stage. But many enterprises due to extensive management, in the process of developing job responsibilities, many provisions are generally general, qualitative, rough work requirements, responsibility is not detailed quantification, no implementation rules, no implementation standards, no inspection and assessment rules.

So, this kind of responsibility system is fuzzy responsibility system, optional responsibility system. Under this kind of casual responsibility system, whether the staff performs well or not and whether the work is done in place depends entirely on their own consciousness. The post clauses are rarely binding. As a result, the target cannot be effectively decomposed into various departments, teams and posts for implementation. In essence, it is the result of the blindness, ignorance or ignorance in the work of everyone from the boss to the company's senior managers, which often makes employees feel at loose ends and causes great harm to the company.

Success in business, failure in management

At present, the main problems of China's small and medium-sized enterprises are: the most basic concept of enterprise management has not been established, the most basic management rules have not been developed, the staff at least the way of doing things, steps have not been trained in place...

This also cannot blame the investor of our company and helmsman, because they also are in the circumstance that does not have any preparation to start an enterprise, opened a factory, became old total, became a boss. They pay more attention to the immediate solution of the problem, but less attention to the long-term, systematic and comprehensive solution of the problem. More attention to the construction of enterprise system, rarely to the construction of enterprise management system.

If such difficulties are not solved, it will be difficult for enterprises to improve their management efficiency. It will also be very difficult for enterprises to achieve sustainable and efficient development, and their business performance will not be continuously improved. This also proves the old saying: enterprises often succeed in business, failure in management.

It is hoped that our enterprise managers can improve and develop themselves by establishing and improving the enterprise management system and continuously improving the level of enterprise management system while attaching importance to the system and norms.