What challenges do contemporary enterprise organizations face?

First, the problems existing in the development of contemporary enterprises in China mainly include:

Weak competitiveness

(2) There has been no fundamental change in the mode of economic growth.

(c) Manufacturing capacity, but at the low end of the value chain

(D) The economy is still backward and it is difficult to build a harmonious society.

Therefore, the key to the development of enterprises in China lies in continuous innovation, strengthening management and combining the two.

Second, enterprise organizations must innovate:

If an enterprise wants to succeed, it needs not only technological innovation, but also management innovation. Reason. (1) Further perfection of globalization. With the elimination of trade barriers between countries and the progress of technology, the cost of transnational communication, exchange and transportation has been greatly reduced, and international trade, transnational investment and transnational cooperation have become more and more frequent. (2) Technology, especially information technology. The rapid development of ERP, MRP and other technologies. (3) The requirements of ethicalization are further highlighted. Enron's fraud and Lehman's bankruptcy shocked the whole world, and the melamine milk powder incident in China also shocked the whole country. People's requirements for management ethics are increasingly prominent.

First of all, from the beginning of scientific management theory to the present more than one hundred years, management has achieved leap-forward development. From Taylor's "planning function" to Robbins' classic "four functions", from "economic man", "social man" to "intellectual man", management science is improving day by day. As an independent and important subject, it has attracted more and more attention from academia, business circles and society. Since 1980s, human society has gradually stepped into the knowledge economy and information age. In this era, knowledge has become the most important resource of an organization, the importance of knowledge management has been fully recognized, and management ideas have entered the stage of knowledge management.

In addition, the limitations of traditional management also promote management innovation. In today's era of knowledge economy, organizational efficiency is close to the limit threshold, and the contribution to the organization by continuously focusing on improving efficiency is not obvious.

Secondly, the existing system focuses on internal organizations, and rarely involves the relationship between organizations. At present, it is not only the ability of the organization itself but also the value chain embedded in the organization that determines the competitive advantage of the organization. It can even be said that the management of external resources of an organization is more important than the management of internal resources. Outsourcing (even crowdsourcing), cooperative innovation and Industry-University-Research have become important operation modes of many organizations. The communication, interaction and cooperation between organizations are becoming more and more frequent, which requires the construction of new management concepts and systems to guide the management between organizations.

Thirdly, the existing management system emphasizes the control and management of organization members, which is not conducive to innovation.

Third, how to carry out enterprise organizational innovation

(A) from management to leadership and self-management

Management is a relationship composed of two parts: the manager who controls employees and the controlled employees. Now, we need to change this relationship. We are not against individual managers, but against the view that employees must be managed to make them efficient. But in fact, employees can manage themselves in an environment that values leadership, support and teamwork.

In a self-managing organization, managers will be replaced by leaders, coordinators and other roles. These changes make the formal, rigid and tightly structured linear organization become a creative network composed of informal, flexible, loosely structured and creative alliances, teams and partnerships. This is a subversion of the organizational structure, role, behavior and thought that have been used for more than 100 years.

(b) democratization of management

According to Lei Wen's theory, management can be divided into autocratic management, democratic management and laissez-faire management according to different management intensities. By comparing the characteristics of these different types of management, it is considered that under the condition of laissez-faire management, excessive decentralization of organizations will bring inefficient operation and eventually lead to a decline in total income; Autocratic management will suppress the enthusiasm and creativity of employees and stifle innovation within the organization. Therefore, for organizational management, it is necessary to strike a balance between laissez-faire and autocracy, that is, to implement moderate democratic management.

(C) management innovation

In recent decades, the nature of organizational work has changed greatly, which is mainly inspired by the scientific and technological revolution led by automation and computerization. These developments include the strategic use of computers, micro-technology, Internet and LAN access, link software and other technologies. These technological changes have questioned and challenged the traditional concept of organization (structure, system, strategy, system and skills). In order to adapt to this changing trend, organizational management is constantly innovating: transforming management into leadership, coordination, network and strategy. Cut off middle managers representing bureaucrats and start to build joint matrices, networks and high-performance teams.