Four management dilemmas of the hottest boss and C

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Boss's four management dilemmas and Countermeasures

looking around the various events of many domestic enterprises, we always complain about the poor foundation, the imperfect system, the bad environment, and the unscientific operation mechanism. However, we seldom point our problems at ourselves and never dare to point at the top leadership team of the enterprise

as a boss, first of all, he should always know his own foundation and know that he can accurately measure the deformation of pipes. Secondly, he should find a competent person to take charge of the organization and operation, and straighten out and arrange your superstructure. Of course, among all the problems of the enterprise, the key lies in the interest distribution mechanism and operation management mechanism. Some experts or readers may think that the management of domestic enterprises is so complicated that it is not so simple to stand and talk without backache. In fact, when we use philosophical methods to highly abstract various phenomena of enterprise operation, we will find that management is not so difficult. Next, let's talk about the management difficulties and Countermeasures Faced by the top management of Chinese enterprises

first, can we break through the inferior root culture

when communicating with some professional managers, they believe that whether state-owned enterprises or private enterprises, there are inferior root cultures in varying degrees, cronyism or proximity, and the internal relations are complex. The new idea of management reform has been pushed forward, and there are many difficulties. A problem that seems very simple in foreign enterprises needs more time and energy to be solved in domestic enterprises. Even if this problem is solved, it will reappear in another way. It is difficult to unify enterprise values, standardize operation, and form a standardized system operation. At a time when it was not easy for various management reforms to be carried out smoothly, some people were gossiping behind the scenes based on certain interests or motives. If they achieved good performance, they were suspected of being "successful". It is just that "it is easy to hide open guns. You must collect them separately, and it is difficult to defend against hidden arrows". Even if professional managers with senior experience in foreign enterprises return to domestic enterprises, few do not break the sand

some bosses also believe that there are problems in the ethics of professional managers in China, professional ability is not standardized, and human nature is difficult to control. As soon as every professional manager comes in, he will not distinguish between the red and the white. He will attack everywhere and toss the enterprise about. The performance has not improved, the treatment has been taken away, and the rest of the mess will have to be cleaned up by himself. In the face of this situation or past experience, bosses are more accustomed to putting the control of the enterprise in their own hands, and they will grasp the major and minor matters by themselves, leaving others to do it

it should be said that the views of the above bosses and professional managers are reasonable. In the enterprise management, through the sincere efforts of the high-level team, we can completely establish a trust culture and trust mechanism within the enterprise. Although many high-level enterprises in China are not professional managers in the strict sense, the role of high-level enterprises in enterprises is obvious

in order to eliminate the bad root culture existing in the enterprise, the top management of the enterprise should do the following:

first, the leading members should be pragmatic and open-minded. Everyone should be open and open, constantly open their horizons, and strengthen the research on the economic environment and market situation

II. A scientific decision-making mechanism should be formed for the major affairs of the enterprise, democratic discussion and centralized decision-making. The head of the Department should be responsible for the problems caused by the Department, and the final decision maker should take the leadership and command. The members of the decision-making committee should act in accordance with the resolutions of the meeting and reach a consensus. In case of any abnormal situation, the information should be fed back in time, and the factors that may affect the quality of decision-making and the implementation of the final results should not be hidden

third, we should thoroughly eradicate the gang thought, take the unity and stability of the leading group as the first priority, and focus on the healthy operation of the enterprise and creating the maximum value as the starting point

fourth, we should reduce the subjective judgment on human nature, establish objective, fair and scientific performance standards, establish a competency model and a scientific talent evaluation mechanism, and speak with performance and data

v. we should know people well, dare to stimulate the potential of the organization. An excellent organization will always have young and promising talents. Senior leaders should boldly use them and make exceptions. At the same time, there should be more opportunities for the current leadership team to learn and improve. We should go to excellent enterprises for visits and exchanges, learn from advanced experience, strive to "use people's strengths and overcome people's weaknesses", and can set up an enterprise management suggestion box, Establish an internal management advisory group

VI. find informal opinion leaders, listen to reasonable opinions, be brave in innovation according to the actual situation of the enterprise, constantly improve the welfare of internal employees, and improve the quality of work environment and life

7. Set an example, highly abide by the organizational discipline of the enterprise, and do not abuse the position and power and other influence. The two have great surface contact, and do not harm the public with personal interests

VIII. We should promote a culture of equality, learning, tolerance and enterprising in the enterprise

I think that with the development of China's market economy, the business idea of globalization has penetrated into everyone's consciousness, but it has not been consciously transformed into a guide to action. Compared with the transformation of the national big business cultural environment, the transformation of corporate culture is a more effective project. From its establishment to development, an enterprise will continue to have new members, but its corporate culture and values can be relatively stable. With the maturity of the enterprise boss and senior management team, the management vision will be greatly improved, which is also conducive to the refinement and sublimation of the corporate culture. Of course, in the process of the formation of the enterprise, we will always form some negative culture, and it does not exist in the official form, lurking in the depths of the enterprise. We should pay great attention to this. However, as long as the business owners and senior management team can reach a consensus, it is not difficult to innovate the corporate culture. We must believe that only by breaking the balance can we make breakthroughs and achieve new leaps. Although we are always used to a comfortable environment, the market does not allow us a chance to breathe. In order for the enterprise to go better and go further, we must have no choice but to eliminate the inferior root culture and create a new culture suitable for the market

in today's environment, the bad root culture is not hard to return. Now is an era that stresses innovation, creativity and speed. The key lies in our breakthrough in our subconscious. Don't always think that the past is reasonable

in the face of a new world, we should have new thinking, refine new values and new values

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