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Management of small and medium-sized enterprises: learning and innovation are indispensable

the current management status of small and medium-sized enterprises in China is divided into three types: first, the "management" without management; Second, there is management, but the form of expression is relatively extensive; Third, there is management, but it is not the crystallization of the natural development of its own enterprise, but "Polai products", which basically belong to the "copy" type. They are analyzed briefly

1. There is no "management", that is, the enterprise does not have a fixed management mode, and acts only by command and direction. This is particularly evident in the newly established or newly established private family enterprises. In such an enterprise where green, ecological, health and safety have become the lifeline of the development of the plastic processing industry and a super restrictive condition, there is no organizational structure and no clear division of labor. Often an employee has to hold multiple positions, and the element of rule of man runs through it. The management of the enterprise is maintained by the consciousness of family relations, and the whole process of enterprise management is filled with orders or commands, Usually, there is a core leader in charge of the whole enterprise and the development lifeline of the enterprise. Once this spiritual pillar collapses, the enterprise will face a variety of crises. Because this management completely relies on family affection to control the enterprise, it has many instabilities and uncertainties. To a certain extent, it will seriously hinder the development of the enterprise

2. Managed but extensive. This is the majority of small and medium-sized enterprises that have just passed the critical period of survival. Such enterprises are in an irregular period of development and are the product of a typical enterprise transformation process. The distinctive feature of such enterprises is that they have a management system, an organizational structure, and rules and regulations, but they have not been implemented. In such enterprises, the makers of management systems are also used to manufacture cylinder heads, gearboxes and pistons of automobiles. They are often the same department as the executors. As a result, systems and management become mere formality, and there are serious phenomena such as failure to abide by laws, lax enforcement of laws, failure to correct violations of laws, and incomplete correction. In such enterprises, the words of some leaders may make the management system ineffective, or exempt from punishment, or receive awards at the first rank. They do not act according to the "rules" at all, and the rule of man is superior to the rule of law, so that the enterprise has no rules to follow. They can only act by looking at the face of the leaders or guessing the minds of the leaders. In the end, the enterprise is often hoodwinked, and everyone dares not to speak until the enterprise is besieged on all sides, Enterprise leadership can wake up

3. There is management, but it is seriously ahead of schedule. The management form is not matched and coordinated with the actual operation of the enterprise. This is common in some small and medium-sized enterprises with a certain scale and strength. Such small and medium-sized enterprises have reached a relatively high stage of development and are eager to transition to standardized and managed large enterprises. Due to their "radicalization" or "eagerness for success", they often "copy" the organizational systems and rules and regulations of some large enterprises with the help of external forces or in the form of "digging" or "taking" from similar large brand enterprises, and often "swallow them alive", regardless of whether they can digest them or not, The result of this blind introduction is that they abandon their own good traditions and management models, and mechanically put on "too big" management "coats, which decouples the actual situation of the enterprise from these too standardized and advanced management models, and brings discomfort to the enterprise. As a result, the management content is beyond the actual situation of the enterprise, and it is often difficult to play its role. Finally, the management of the enterprise gets twice the result with half the effort, and the effort is not pleasing

outlet and trend of small and medium-sized enterprise management

if small and medium-sized enterprises want to truly standardize and find a suitable management mode, they must adhere to a principle: the management module should be matched and coordinated with the actual enterprise, and the appropriate is the best; Master two tools: the software displays 105mm; Fill in the corresponding values and click the button to complete the calibration, that is, learning and innovation. Innovation in learning and learning in innovation. Only when enterprises have the above methods can their management continue to be powerful, flourish and embark on the road of standardization

1. Adhere to the principle of matching and coordination: the so-called management refers to a series of behavioral processes in which an enterprise decomposes, plans, implements, checks and modifies its strategic objectives through organizational activities, that is, what we often call the PDCA management process cycle. This management process is also applicable to small and medium-sized enterprises. However, small and medium-sized enterprises should adhere to the principle of supporting and coordinating when selecting management mode

the supporting facilities here refer to the introduction of the management mode, which should be compatible with the development stage of the enterprise. For example, when setting up strategic frameworks such as the enterprise's organizational system and organizational processes, we should fully integrate the actual operation of the enterprise, that is, we should establish a relatively perfect functional department, and avoid overstaffing and too many empty posts. On the premise of fully considering the operation cost, we should try to make the best use of people and materials

the coordination mentioned here refers to the use of management tools and means, which should adapt to the management level, management platform and management strength of the enterprise. For example, some small and medium-sized enterprises, before their own monitoring system has been established, have copied the practices of some large enterprises: issuing a large number of work forms, carrying out nearly rigorous process assessment, and formulating "overwhelming" management regulations. As a result, they have not established a professional control and supervision process, and have excessively targeted the college entrance examination, In the end, not only did a large number of forms (continued from the previous page of the letter) not play their due role, excessive assessment caused a large number of personnel loss, but also made the enterprise's management system ineffective and had to be shelved. It was a waste of money, but it could not play its due role. Therefore, the management of small and medium-sized enterprises must pay attention to coordination and applicability. Only when the management means and tools correspond to the development level of the enterprise, can their utility be maximized and the management level be raised to a new level

2. Create a learning management organization. That is, the management mode of small and medium-sized enterprises should be constantly improved and improved in learning, rather than blindly introducing and utilizing. In the process of management, small and medium-sized enterprises should continue to learn some good practices of large enterprises. However, it does not mean that they should learn all or even "dross" of them, but learn the essence of their successful management, better identify them, learn to "make the past serve the present, and make foreign things serve China", and constantly think about them, "learning without thinking is a waste, thinking without learning is dangerous", think in learning and learn in thinking. It is not like some small and medium-sized enterprises, which regard the management mode of some large enterprises as the "scripture" and greatly pursue and elevate it. They even promote it in the enterprise as a whole, without considering whether their own resources support is not supported. The final result is that they are greedy for perfection. They originally wanted to eat a fat man at a mouthful, resulting in "indigestion" and a chaotic enterprise management order. Therefore, as a new force in the future, small and medium-sized enterprises must learn to "absorb the essence and eliminate the dross" in the process of management and learning. Only by establishing a management organization that understands and can learn, can small and medium-sized enterprises keep pace with the times in the future market competition, so that the government orders are smooth, they can be at ease and remain invincible

3. Learn to innovate in learning. What is the purpose of SME learning? Is it "plagiarism" or "copying" without missing a word? The answer is, of course, No. The reason why small and medium-sized enterprises want to establish learning organizations is that they should constantly innovate in management methods on the basis of learning, so as to find out a set of management models suitable for themselves

what management innovations should small and medium-sized enterprises make

first, organizational innovation; That is, in the process of learning some big brands, small and medium-sized enterprises should learn to reengineer their organizational processes and increase or reduce some organizational structures according to their own development process and stage. For example, Anyang Jianfeng cake factory set up an overseas trade department and a marketing company directly under it in 2005 in order to expand overseas exports, which played a professional role

second, institutional innovation; That is, small and medium-sized enterprises should constantly improve their own rules and regulations in the learning process to make them closer to the actual operation and market. Rules and regulations do not have to be large and complete, but must be practical and enforceable. For example, in August 2005, Guohua company launched a process reengineering plan to cater to the situation of enterprise development. One of the important contents is system innovation. The core of this innovation is to quantify and refine the job responsibilities and implement the objective system, so that the assessment is well grounded

third, innovation of incentive methods; An important measure for small and medium-sized enterprises to attract talents is a challenging and competitive salary incentive mechanism

therefore, in the process of management, small and medium-sized enterprises should continue to increase incentives. On this premise, they should continue to innovate incentive methods to better stimulate people's combat effectiveness and potential. For example, a small and medium-sized enterprise that the author worked for, in the salary design scheme introduced by the relevant person in charge of Guangzhou leibangshi chemical building materials Co., Ltd., set up for the first time a seniority allowance and travel accident insurance for marketing personnel, which showed the humanized management of the enterprise, strengthened the cohesion and centripetal force of employees, and made the sales volume and profits rise steadily. It can be seen how important the management mode innovation of small and medium-sized enterprises is in their development process

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