What are the management tools?

Management tools are the general name of enterprise operation management methods and systems. CEO's required reading 12 articles, EMBA, MBA and other mainstream management trainings all introduce various management tools and methods in detail.

Management tools are tangible things used by managers, which directly or indirectly act on management objects and can help managers achieve management goals. The essence of management tools is the physical preparation of the conditions required for the effective management law; It is the extension and amplification of the manager's human functional organs. Management tools are the best helper for managers and a symbol of their management level.

Tool type editing

Enterprise strategic tools

7S mode

Seven factors that must be comprehensively considered in enterprise development.

Five-force analysis model

As a management tool from the outside to the inside, the five-force analysis model analyzes the attractiveness of enterprise structure from five aspects.

Administrative Tools

That is, competitiveness, these five aspects are the existing competitive situation of the industry, the bargaining power of suppliers, the bargaining power of customers, the threat of substitute products or services and the threat of new entrants.

strategic map

Strategic map is based on the four levels of the balanced scorecard (financial level, customer level, internal level, learning and growth level), which is formed by analyzing the relationship between the goals of the four levels.

Blue ocean strategy

Instead of fierce competition in the crowded market (Red Sea), it is better to develop a new non-competitive market space (Blue Ocean). Some blue oceans are created outside the existing industries, but most of them are developed through the existing industrial boundaries expanded inside the Red Sea.

Long tail theory

The "long tail theory" tells a story: products that were once considered marginalized, underground and independent now occupy market share, which is comparable to best-selling products.

Leadership tool

ERG theory

ERG theory points out that people have three core needs, namely, survival needs, relevance needs and growth needs.

MBO

A management method that makes management activities focus on and serve the goal, takes the decomposition and implementation of the goal as a means, and aims at successfully achieving the goal.

Management grid theory

Management grid theory is a demonstration to identify different combinations of leadership styles, which shows that managers should give consideration to both performance and personnel.

Leadership behavior continuum

Authoritarian leaders have complete authority, decide everything by themselves and will not authorize subordinates; And a democratic leader will give his subordinates great power in the process of decision-making.

"Situational leadership" model

"Situational leadership" mode: When leading and managing a company or team, the way of leadership and management should be changed with the change of situation and environment and different employees.

The spiral of silence

The spiral of silence describes the phenomenon that when people express their thoughts and opinions, if they find that a certain point of view is ignored or rarely ignored, they will remain silent even if they agree.

Team myth

Inspired by the spirit of collectivism, group members actively pursue the harmony and knowledge of the group, but ignore the real decision-making purpose of the group, thus unable to make accurate judgments.

delphi method

Delphi method is a management technique used to construct team communication process and deal with complex task problems.

Johari information window

Johari's information window is a communication skill and theory.

Administrative Tools

Human resource tools

LIFO system

LIFO, whose full name is "life orientation", contains personal intrinsic value and explicit behavior preference. LIFO is a comprehensive management training system combining modern management, organizational psychology and interpersonal relationship.

MBTI personality theory

MBTI (Myers Briggs Type Indicator) is a personality test tool to measure and describe people's psychological activities and personality types in obtaining information, making decisions and treating life.

Professional anchor

Career anchor is the acquired part of self-intention. After the individual enters the early work situation, it is determined by the actual work experience, which is consistent with the introspection motivation, values and talents, and achieves a stable career orientation of self-satisfaction and compensation.

Industry training

Intra-industry training (TWI) is a technology that can be used to develop the skills of enterprise managers.

Action learning method

Action learning, also known as "learning by doing", is a circular learning process through action learning.

Personnel competency maturity model

Personnel Capability Maturity Model (PCMM) is a management framework developed by Institute of Software Engineering (SEI) of Carnegie Mellon University.

Sales and marketing tools

Cpc collaborative product commerce

Collaborative commerce is a business strategy, which aims to encourage partners with the same business interests in the value chain.

4P marketing mix

Marketers comprehensively use and optimize a variety of controllable factors to achieve their marketing goals, that is, 4P (product-product; Price-price; Location-location; —promotion).

4C marketing mix

Customer-centered marketing should pay attention to and meet the needs of customers in terms of cost and convenience, and strengthen communication with customers.

positioning marketing

Positioning marketing is the process of finding different needs of customers, positioning them reasonably and constantly satisfying them. The essence of positioning marketing is the subdivision and positioning of consumers, markets, products, prices and advertising demands.

"smile curve" model

A curve with a smile at the corners of the mouth, with both ends facing upwards. In the industrial chain, the added value is more reflected at both ends, and the added value of the manufacturing industry in the middle link is the lowest.

Operational management tools

Business process reengineering

There are several definitions of business process reengineering (BPR), among which the definitions of its founders michael hammer and james Ciampi are well known.

Six sigma

In the book Six Fit Horses-A Ladder to Excellence, co-authored by management experts Peter S. Pande, Robert P. Newman and Roland R. kavanagh, six fit horses are defined as follows: a flexible and comprehensive systematic method, through which the company's success can be obtained, maintained and maximized.

Six thinking hats

Six thinking hats is a kind of thinking training mode, or comprehensive thinking mode, developed by British scholar Dr. edward de bono.

lean production

"lean production" is named after the book "the machine that changed the world" written by D. Roosj.P. Womackd. Jones of Massachusetts Institute of Technology.

Supply chain management

Supply chain management is an integrated management idea and method.

5S management

5S management refers to the effective management of production factors such as personnel, machines, materials and methods at the production site.

financial instruments

Activity-based costing

Activity-based costing (ABC) refers to a cost calculation method that takes activities as the accounting object, confirms and measures the workload through cost drivers, and then allocates indirect expenses according to the workload.

Wall method

Wall scoring method refers to the method of combining the selected financial ratios with linear relationship, giving their respective scoring ratios, and then comparing them with the standard ratios to determine the scores of various indicators and the cumulative scores of the overall indicators, so as to evaluate the credit level of enterprises.

Net present value method

Net present value is the difference between the discounted value of future cash flow generated by investment and the investment cost of the project.

Financing purchase

Leveraged buy-out (LBO) is a means of enterprise financing.

Dupont financial analysis system

Dupont financial analysis system is a practical financial analysis system.

IT technical tools

Enterprise Resource Planning (ERP)

ERP is not only a software, but also a management idea, which realizes the integration of enterprise internal resources and related external resources.

customer relationship management

The core idea of CRM (Customer Relationship Management) is "customer-centered", which improves customer satisfaction and customer relationship, thus enhancing the competitiveness of enterprises.

Career planning tools

LIFO system

LIFO, whose full name is "life orientation", contains personal intrinsic value and explicit behavior preference. LIFO is a comprehensive management training system combining modern management, organizational psychology and interpersonal relationship.

MBTI personality theory

MBTI (Myers-Briggs Type Indicator) is a personality test tool to measure and describe people's psychological activities and personality types in obtaining information, making decisions and treating life.

Professional anchor

Career anchor is the acquired part of self-intention. After the individual enters the early work situation, it is determined by the actual work experience, which is consistent with the introspection motivation, values and talents, and achieves a stable career orientation of self-satisfaction and compensation.

3 Top Ten Tools

customer relationship management

It can help companies understand their customer base and quickly respond to changes in customer needs. It is the most popular management tool in China enterprises. Among the respondents, 62% have used this tool, which shows that they have realized that customer information is becoming more and more important. However, although customer relationship management is already the most popular management tool in China, its usage rate is higher outside China. Of all the companies surveyed, 75% used this tool. This proportion is even higher among companies in other Asian countries, reaching 85%. In China, customer relationship management is the management tool with the lowest abandonment rate, and only 65,438+0% enterprises stop using it.

Methods to improve quality

Total quality management is a systematic method to improve quality.

China has the second highest prevalence rate. 60% of the companies surveyed use total quality management tools, which is very close to the global utilization rate of 6 1%, but lower than 72% of other Asian countries. Although the utilization rate of total quality management is very high in China, it is not in the top anywhere else 10.

In China, if enterprises are committed to using total quality management tools, their satisfaction with it even ranks second among all management tools. But if the attention and energy paid are limited, the satisfaction of its use will be much lower. This reflects the general trend of using management tools: the more efforts, the higher the satisfaction. This also illustrates a problem: management tools should not be implemented in a perfunctory way at all. For top managers, before deciding which management tools to use and how much effort to use, they must understand: for each management tool, how much more effort will increase how much income?

Customer segmentation

This process divides customers into different groups, and customers in the same group all have similar characteristics. This is an effective way to identify unmet customer needs. 54% of enterprises in China use this tool, while 72% of enterprises in the world use this tool, and 78% in other parts of Asia. However, the customer segmentation ranking of China's utilization rate is higher than that of other surveyed companies in Asia, ranking ninth in other Asian countries. In China, customer relationship management is the most popular management tool, which fully shows that senior managers in China believe that understanding customers is an important factor for success. One of the contents of the survey is to ask respondents about a series of management trends. More than three-quarters of the respondents in China agreed with the following statement: "Lack of adequate understanding of customers is an obstacle for us to improve our performance." At the same time, 70% people think that their company mainly focuses on new customers, but in fact they should focus on how to retain and develop existing customers.

Non-core function

Outsourcing is the use of third-party organizations to complete some non-core functions.

It allows companies to focus on what they are best at. However, although 49% of China enterprises surveyed will outsource some activities, this proportion is still far below the global level of 73%. However, like customer relationship management, enterprises in China seem to be very satisfied with their outsourcing experience. The scrap rate of these two tools is only 1%. An interesting phenomenon is that in other countries, overseas operation is an activity related to outsourcing, but China enterprises have a high probability of giving up overseas operation.

Competitive advantage skills

Core competitiveness is a skill that can bring competitive advantage to enterprises.

One way to test this tool is to ask yourself, "How difficult is it for competitors to imitate or acquire these skills and collective knowledge?" Senior managers in China like to use the tool of core competence very much, and invest heavily in the advantages that can make the organization unique and United. Core competence is the fifth most popular management tool in China, but its popularity in other parts of the world is slightly lower. Ranked seventh in the world, other parts of Asia 10, Europe 1 1.

6. Supply chain management is synchronized with this huge network from raw materials to end customers.

This management tool is highly dependent on technology, which can form an uninterrupted information flow and help enterprises deliver the right products to the right places at the right time and at the right cost. With the globalization and complexity of the supply chain, the top managers in China are also very willing to admit that they need the help of this management tool. Only 39% of the respondents agreed with the following statement: "We have the ability to effectively manage the global supply chain." There are three management tools that have entered the list of 10 users in China, but not in the global list, and supply chain management is one of them.

strategic planning

Strategic planning is a systematic and comprehensive method.

Decide what an enterprise should look like and how to best achieve this goal. This tool focuses on the actions and resources that a company needs to give full play to its potential. Although the top managers in China are generally satisfied with the results of their strategic planning (under the five-point satisfaction scoring system, when they make great efforts, the score of strategic planning reaches 4.02), they are not interested in scenario hypothesis and contingency planning, which are related management tools. These two management tools are one of the least used in China.

operation flow

Business process reengineering is a fundamental redesign of business processes.

So as to improve production efficiency, cycle time and quality. 35% of enterprises in China have used this tool, and the global usage rate is 6 1%. However, many companies have given up this tool. The abandonment rate of management tools reflects the percentage of companies that used management tools at least once in the five years before 2004 but stopped using them in 2004. Business Process Reengineering (BPR) ranks fifth among the management tools that top managers in China stop using. Only overseas operations, radio frequency identification, open market innovation, scenario assumptions and emergency plans have higher abandonment rates than it.

Key strategic assets

Knowledge management is a management tool, which enables enterprises to acquire intellectual capital, a key strategic asset, and share it internally.

As China strives to build a knowledge-based economy, the importance of this tool is increasing day by day. Among the companies surveyed in China, knowledge management is a very popular management tool, and 35% of them have used it, but its global usage rate is not in the forefront of 10.

The way to achieve the goal

The mission statement and vision statement define the company's business, goals and ways to achieve them.

Among the companies surveyed in China, 35% will use this tool to point out the company's direction and guide management to think about strategic issues, while in other parts of Asia, the usage rate of mission statement and vision statement is much higher, with 89% using this tool.

4 Misuse

1. Enterprises do not fully understand the management ideas or tools themselves, but only copy the tools mechanically or understand and use them unilaterally.

2. The top management of the enterprise didn't give enough attention, determination and promotion! Therefore, the change cannot be smoothly promoted.

3. The organizational departments in the enterprise system do not keep pace with each other, and the internal friction is too large, which leads to the slow progress of the construction of management tools or the failure to play their original functions after completion.

4. The executive level and even all employees in the enterprise do not have a good learning management tool and use it innovatively in combination with the actual situation of the enterprise.

5. The top management of the enterprise has high expectations for the tool itself, and has not prepared for the long-term promotion of the enterprise, forming a process of making the strategy sustainable.