Analyze the types of enterprises in China and summarize the successful experience of the company (for example).

First, there is no management without hierarchy.

One of the scenes that China people are most familiar with is: No matter eating or having a meeting, they should be ranked according to their generations and pay attention to ranking. There is an old saying that "it is better to eat well than to sit well". Marriage has a wedding ceremony, that is, a dead person, even Pima Dai Xiao has a generational order.

If you can't tell the difference between high and low, old and young, the people of China can't manage and do anything. This is the most distinctive feature of China management.

Thousands of years of history, under the strict patriarchal clan system, have made generations of China people's desire and worship for rights close to religious paranoia and fanaticism, just like a male animal in heat to a female animal. Of course, the emperor is supreme in the power hierarchy, and then on this basis, such as "grandfather", "big brother" and "boss" are distinguished. Leading the land; Is it Wang Chen? "Addiction.

China is now a "first-class talent to be an official, second-rate talent to do business, third-rate talent to teach". Being an official is the second best way to do business. Entrepreneurs in China are a group of people who want to get rich and have thought about official addiction, not only for official addiction, but also for the "emperor" addiction in their bones.

So the enterprise has become a kingdom, with kings, courtiers and subjects. Managers are officials, and managers are for the people. Everything is the same as officialdom, seniority. From rank, seniority, salary, treatment and rights, we can't escape the curse of "fundamental law" and "book of rites" In order to maintain the "king" in the enterprise, especially the employees who make a living by selling labor, their status is only equivalent to that of "slaves" thousands of years ago. The only difference is that modern slaves have freedom of life and can escape at any time, but they have to go to the den like wolves. Because in the same cultural background, the managers are all the same, a group of managers who have been addicted to official duties and expect to be addicted to emperors one day.

Under the influence of this ideological and cultural gene, it is the unconscious action and pursuit of enterprise investors, decision makers and managers to create unequal interpersonal relations and unequal production relations. The primary goal pursued by officials is no longer economic interests, but "self-esteem". Is how to make their will blossom and bear fruit in every corner of the enterprise, just like a lion, whether it is necessary to pee everywhere on his own site. So all the people in this kingdom, like machines, became tools and slaves of their will. All people should lie like mindless machines and kneel like thoughtful slaves. As a result, the hierarchical society began, and the "enfeoffment system" and "Jing Tian system" became popular. Unequal personal relations and production relations, like production lines, are produced year after year, day after day.

Second, management is a battle between "family members" and "outsiders"

The strange phenomenon of enterprises in China, people who don't know how to operate can be managers, people who don't know how to finance can be financial directors, people who don't know all Chinese characters can be administrative directors, and people who can't even add, subtract, multiply and divide may be responsible for purchasing and warehousing, and so on. Enterprises always let laymen lead experts, and laymen will make wrong decisions to show their authority. In order to do things well, laymen will stop, fight, fight back and make wrong decisions abroad.

The reason is actually very simple. People who are incapable are often the boss's own people, or the most trusted diners of the bosses who are marked "brothers" and "own people".

And capable people are often outsiders, and it is not easy to gain the trust of the boss. It is still a good condition to delegate power to outsiders. You must have an "own person" to supervise, in order to reassure the boss.

This phenomenon is particularly obvious in private enterprises, but relatively recessive in state-owned enterprises. Because talented people can't be reused, incompetent people can enjoy success, and even do things that they can't do, the dispute between talents and management rights in enterprises has become a common occurrence in China, and it is also the most "beautiful" landscape in China management.

Once the company goes wrong, the first thing the boss does is to scold the "family members" who come back and order them to guard against death. Don't let "malicious" outsiders take advantage of the loopholes and then go out to talk about "big business" in their own cars. Management is still chaotic and the war continues. This kind of situation is common in Chinese enterprises. The war between "family members" without gunpowder and outsiders will continue until the enterprise closes down.

Even in modern enterprises, the relationship between people can't get rid of the relationship model of Jun Jun, minister and father and son in patriarchal society for thousands of years. In modern society, the "pro-respect" gene, like cancer cells, erodes the body of enterprises and almost becomes an incurable disease of enterprises in China. Once flooded, it will die.

Third, you can't do things without "acquaintances"

The acquaintance culture of China people is deeply rooted, which can be traced back almost to the time when our ancestors lived in trees. A few things can be especially good for acquaintances, and principles and rules can be put aside. If you are a stranger, good people strictly follow the rules and regulations, while bad people find fault, which leads to China people living in the circle of acquaintances, without whom they will not do anything. This disease is still lingering, and all the systems and rules that lead to it are often only useful to some people, but always useless to some privileged classes. The conflict caused by the difference and opposition between traditional culture and modern civilization makes China's enterprises in an incredible state, just like the devil possessed them.

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1, in internal relations, in enterprise management, the system is often a tool to protect our own people against strangers.

In terms of foreign relations, enterprises are looking for acquaintances in all aspects. Because it is easy to do things with acquaintances, the operating conditions of enterprises are often determined by the quantity and quality of acquaintances.

3. In order to seek acquaintances in internal and external relations, it is necessary to sacrifice principles, systems and conventions to seek ulterior acquaintances, so that enterprises are always on the verge of legal or institutional risks, and often acquaintances commit crimes and enterprises catch fire.

4, pulling the banner as a tiger skin, enterprises need to spend a lot of manpower, material resources and financial resources to climb high branches and pull the banner. At the same time, the internal relations of enterprises will also look for external backers, so that bosses can look down on themselves and can't touch them casually. Managers of enterprises have to spend a lot of energy to balance internal and external relations, so that they can't take into account the long-term development of enterprises.

Fourth, I dream about money when I have no money. You can't even dream when you have money.

This is a common problem and heart disease faced by private entrepreneurs in China, those who get rich first. When they have no money, they dream about it every day. The result is that once you have money, you don't know how to live, which makes the enterprise lose its motivation and goals.

Entrepreneurs in China will have more and more dreams if they learn to be masters of money.

Case Analysis of Dahongying Company

Establishing a scientific enterprise operation mechanism with both incentives and constraints is an important means to promote enterprise development. Successful business leaders should master the ideas and skills of motivation well.

1. Problem background

After China's entry into WTO, enterprises are facing unprecedented international talent competition. Experienced business leaders know that the ultimate rise and fall of an enterprise depends on people. The way for enterprises to speed up the progress and be more competitive is simply to release the vitality, wisdom, innocence and self-confidence of employees, and to mobilize the vitality and wisdom of employees depends on effective incentives. China enterprises generally lack perfect and effective incentive mechanism. Some experts bluntly pointed out: "China has a huge potential talent market, but the concept of employing people in enterprises is still outdated. Money can't solve all problems. The most important thing is to establish a complete incentive mechanism. " Therefore, the demand for incentive ideas and skills is very urgent. As small and medium-sized private enterprises, employee motivation is often a thorny issue for business leaders, but it is related to the development and growth of enterprises, and sometimes even to the survival of enterprises.

2. Motivation and purpose of research

Motivation is the main content of human resource management science. Human resource management is to organize, train and allocate the human resources in the enterprise organization reasonably by using the scientific methods of modern management, so as to keep the best proportion of human resources and material resources all the time, and at the same time, to induce, control and coordinate people's thoughts, psychology and behavior appropriately, so as to give full play to people's subjective initiative, make people give full play to their talents, get the right people and meet the requirements of the right people, thus achieving the enterprise goals. Motivation is the main content of human resource management. As a function of enterprise management, motivation is to stimulate employees' motivation by satisfying their physiological and psychological wishes, interests and emotional needs, so as to develop their potential. Every enterprise manager hopes to improve the enthusiasm of employees by implementing effective incentive policies, thus improving the efficiency of the whole enterprise. From the perspective of enterprises, motivation is also a kind of human resource development, and the effect of effective motivation is to improve work efficiency. China Dispatching Network aims to solve the problem of "ungrateful to others, not doing their best, not restraining themselves and not cherishing things" in enterprise management by studying the employee incentive mechanism of Dahongying Company, so as to make employees' motivation, behavior and goals become an organic whole.

3. Problems faced by enterprise incentive mechanism

(1) When applying the salary scheme, it failed to integrate the enterprise development strategy with the whole enterprise management system. Improper design of incentive plan makes managers' personal behavior deviate from the enterprise strategy, which has a negative impact on achieving enterprise goals with half the effort.

(2) Failing to choose the correct measure as the basis of salary payment, the incentive method is out of touch with the value of employees, and many enterprises are actually rewarding those behaviors that are not conducive to enterprises.

(3) The salary of most enterprise managers can't reflect the value of managers, and there is a problem of insufficient incentives.

(4) The incentive mode of planned economy of state-owned enterprises has not been completely shaken off, and there is still the problem of "one pot of rice", that is, doing too much is not doing well.

(5) The people-oriented incentive mechanism has not been really implemented.

4. The main problems of employee motivation in private enterprises

(1) Treat all employees with the view of "economic man". This is quite common in similar enterprises. Under the support of this view, enterprises often simply regard economic benefits as the only means to drive employees, ignoring the needs of employees' sense of belonging and the pursuit of achievements, ignoring the interpersonal relationship within enterprises, and not using objective informal organizations to improve organizational cohesion and efficiency.

(2) "Flexibility" and "randomness" are equivalent. Leaders representing enterprises lack a stable and sustainable code of conduct, and the handling of similar problems often varies from time to time and from person to person. On the one hand, it makes employees feel that enterprises are unfair to different people, on the other hand, it has the opposite effect of "whipping fast cattle". The decline of organizational efficiency is inevitable.

(3) Human resource management failure. Generally speaking, enterprises do not make detailed analysis of all the work, lack of scientific post setting, and do not make predictions and plans for the recruitment and use of personnel.

(4) Lack of communication and untimely feedback. Enterprises regard the relationship with employees as a contractual relationship, attach importance to work and ignore interpersonal relationships. Enterprises lack communication mechanisms between leaders and employees, and between employees. Because employees can't get timely feedback on their behavior evaluation opinions, their work enthusiasm decays quickly; In addition, the dangerous rule of "compulsory scoring, the last place is damaged" is adopted in the evaluation. Not only can employees not get the so-called "incentive" in the "two-factor theory", but even the "health factor" has great problems. It is reasonable for employees to be dissatisfied with their work.

5. Establishment and perfection of incentive mechanism for private enterprises.

At present, private enterprises have occupied a very important position in the whole national economy. In order to give full play to the flexibility of the mechanism of private enterprises, we should start from the following aspects: (1) Establish the necessary human resource management system, set up posts based on job analysis and combined with our own characteristics, and clarify post functions and responsibilities. This can not only effectively avoid the randomness of work distribution, but also overcome the blindness of recruiting people, and also provide an objective and fair basis for employee performance appraisal, which is conducive to giving full play to organizational efficiency. Many small and medium-sized private enterprises have failed in internal management, in the final analysis, they have not established corresponding management systems. In fact, institutionalization and flexibility complement each other, and the key lies in bringing the flexibility mechanism into the system. At the same time, the system must be conducive to the coordination of organizations, and resolutely abandon the "last elimination system" that seriously dampens the enthusiasm of employees.

(2) Care about the development and growth of employees and introduce guidance mechanisms such as "career design" for employees. Under the premise of understanding employees' personal wishes, enterprises can help employees design their own career goals and create conditions to achieve them, which can not only improve employees' efforts, but also improve their sense of belonging to the enterprise. For some senior talents, the relationship between them and enterprises can be handled by "option system", which will be beneficial to the long-term stability, development and growth of enterprises.

(3) Fully understand and use informal organizations to enhance the vitality of enterprises. As small and medium-sized enterprises, all resources are limited. Therefore, leaders must attach great importance to interpersonal relationships while caring about their work. In this way, objective informal organizations can be used to achieve personal goals and organizational unity, so that enterprises can eventually become mature organizations with low positions and low relationships.

(4) Establish communication and feedback mechanism. From the perspective of individual behavior, employees have the need to know the job evaluation of their superiors in time. When this information can't be fed back to employees in time, on the one hand, it will make them lose their direction of action, that is, they don't know whether their working methods are correct, so they are hesitant. On the other hand, they will feel that their work is not valued by the organization, thus losing motivation. It can be seen that it is very important to establish a communication and feedback mechanism that combines institutionalization and non-institutionalization. The flexibility of mechanism is the advantage of private enterprises, but the lack of standardization is the biggest deficiency of small and medium-sized private enterprises. Standardization and orderliness can reduce the waste of organizational "energy", and flexibility and humanization can enhance the internal motivation of the organization. The combination of standardization and flexibility should be the pursuit goal of human resource management and incentive work.

6. Analysis of employee motivation status and application of incentive mechanism in Dahongying Company.

After the establishment of the company, the board of directors paid full attention to marketing and fully implemented the operation of the incentive mechanism within the company. It only took three years and achieved good economic and social benefits.

The enterprise has passed GB/T19001; 2000-IS0900 1: 2000 quality management system certification. The company is now a member of China Cement Products Industry Association and vice president of Liaoning Cement Products Industry Association. By Liaoning Quality Supervision and Inspection Association as a trustworthy unit of product quality; By Liaoning Cement Products Industry Association as a trustworthy enterprise of product quality; Won the top enterprise in Liaoning Quality Miles Appraisal. The enterprise has realized the standardization, standardization and scientificization of management, and its comprehensive strength has been obviously improved.

6. 1 analysis of Dahongying Company after its establishment

6. 1. 1 Dahongying Company Organization After the company was established, it was reorganized according to the management mode of joint-stock enterprises. In line with the principle of lean and efficient, reduce institutions, reduce personnel, improve efficiency and adapt to the market. See figure 1 for details.

6. 1.2 Total number of employees of Dahongying Company There are 45 registered employees, including 6 managers, accounting for13% of the total; 3 engineers and technicians, accounting for 7% of the total; 2 logistics service personnel, accounting for 4% of the total; There are 34 production workers, accounting for 76% of the total. 6. 1.3 Analysis of production benefit Due to reasonable organization setting and scientific personnel allocation, the cost is greatly reduced and the production output value is increased year by year. Make the product price more suitable for market competition.

6.2 Dahongying Company's Understanding of Incentive 6.2. 1 Dahongying Company's Crisis As a management, it has realized the impact of incentive mechanism on enterprises. Fully aware of the survival and development of enterprises, we must establish a set of incentive and restraint mechanisms, and use incentive skills through incentive means to truly unify the motives, actions and goals of enterprises and employees, so that enterprises can be invincible in market competition, otherwise enterprises will be eliminated.

6.2.2 As the management, Dahongying Company is increasingly aware of the importance of incentives to enterprises. In the urban construction of Shenyang, the proportion of investment is increasing every year. At present, the market in China has become more and more standardized. As long as the incentive theory is applied to the management of enterprises, the development space of enterprises is infinite.

6.3 Dahongying Company Staff Incentive Measures and Strategies

6.3. 1 incentives (1) Target incentives. Through the implementation of the target responsibility system, the economic indicators of the enterprise are implemented layer by layer, and each employee has both goals and pressures, generating strong motivation and striving to complete the task.

(2) Demonstration incentives. Actively influence employees through the behavior demonstration and professionalism of supervisors at all levels.

(3) Respect incentives. Respect the value orientation and independent personality of employees at all levels, especially the little people and ordinary employees in the enterprise, so as to achieve the effect of gratitude.

(4) Participate in incentives. Establish a system in which employees participate in management and put forward reasonable suggestions, and an employee stock ownership system to improve employees' sense of ownership and participation.

(5) Honor incentive. Commend employees' labor attitude and contribution, such as meeting commendation, awarding honorary certificates, honor roll, media reports inside and outside the company, home visits and condolences, sightseeing, recuperation, going out for further training, recommending social honors, selecting star pacesetters, etc.

(6) Care about incentives. Care about the work and life of employees, such as establishing employee birthday tables, issuing employee birthday cards or giving small gifts by the general manager, and trying to help employees solve various difficulties.

(7) Competitive incentives. Advocate orderly and equal competition among employees and departments within the enterprise, and eliminate the fittest.

(8) material incentives. Increase the wages, welfare and insurance of entrepreneurs and employees, issue bonuses, reward housing, daily necessities, promotion and salary increase.

(9) information incentives. Enterprises and employees exchange information and carry out ideological communication, such as information conference, bulletin board, enterprise newspaper, reporting system, forum, manager reception day system, etc.

(10) cultural incentives. Including self-appreciation, self-praise and self-congratulations.

(1 1) punishment. Employees or departments that make mistakes, violate enterprise rules and regulations, delay work, damage equipment and facilities, cause economic losses to the enterprise, and tarnish the reputation of the enterprise shall be given disciplinary actions, such as warning, financial punishment, demotion, dismissal, probation, expulsion, expulsion, etc.

6.3.2 Incentive Strategy The vitality of an enterprise comes from the enthusiasm and creativity of every employee. Because of the diversity of people's needs, the multi-level and complexity of motivation, there should be many ways to mobilize people's enthusiasm.

Comprehensive use of various incentives to make the enthusiasm, creativity and comprehensive vitality of all employees reach the best state.

(1) Encourage employees to change from equal results to equal opportunities, and strive to create a level playing field.

(2) We should grasp the best opportunity of motivation. (1) Need to be motivated before the target task is issued; (2) When employees encounter difficulties, they have a strong desire, give care and prompt encouragement.

(3) The incentives should be strong enough. ① Reward those who have made outstanding contributions; (2) Whoever causes huge losses shall be given a heavier punishment; (3) Through various effective incentive skills, we can achieve the incentive effect of small and broad.

(4) Incentives should be fair and accurate, and rewards and punishments should be clear. (1) Improve and perfect the performance appraisal system to make the appraisal scale appropriate, fair and reasonable; (2) Overcoming the human feelings of intimacy and closeness; (3) Try to be fair on hot issues involving employees' vital interests, such as salary increase, promotion, awards and appraisals.

(5) The combination of material rewards and spiritual rewards, and the combination of rewards and punishments. Paying attention to probation education, the practice of "carrot and stick" in western management is worth learning.

(6) Implement the employee stock ownership plan. So that employees, as workers and investors, have more enthusiasm to care for and improve the operating results of enterprises.

(7) Construct a reasonable gap in the distribution pattern of employees. Appropriately open the distribution distance, encourage some employees to get rich first, and make employees establish lasting pursuit motivation in comparison.

Three years' work practice has proved that it is very important for any enterprise to motivate its employees if it wants to survive and develop in the wave of market economy. Dahongying Company has undergone great changes and achieved success in a short time. This is because the board of directors fully analyzed the management defects existing in the past state-owned enterprises, found out the root causes, and improved them, and gradually formed a set of feasible measures and plans to motivate employees, which were seriously implemented, making the operation of the incentive mechanism more and more standardized, scientific and humanized, and fully realized that the operation process of the incentive mechanism is the process of interaction between the incentive subject and the incentive object, that is, the process of incentive work.

7. Conclusions and recommendations

7. 1 conclusion

The essence of today's economic competition is talent competition. The development of enterprises needs the support of employees. Every enterprise manager should understand that employees are not just a tool, and their initiative, enthusiasm and creativity will play a huge role in the survival and development of enterprises. In order to get the support of employees, it is necessary to motivate employees. It is very difficult to manage in today's complex environment. The essence of the relationship between managers and employees is a self-evident psychological contract, which is constantly evolving. The activities of employees within and between organizations are becoming more and more "liberalized", and the boundaries of traditional structure, time, region and power are becoming more and more blurred. In the global economy, all enterprises struggling in the competition are downsizing, implementing mergers, transforming mechanisms and relocating, thus forming a newer survival mode. Managers, like employees, have been greatly challenged. Old traditions and systems must be broken, thinking in an unconventional way and cooperating with each other in a brand-new way, so as to truly achieve the same goal and strive for breakthrough results.

(1) Motivation is also a kind of human resource development and the main content of human resource management science. The effect of effective motivation is to improve work efficiency. The development of incentives is different from traditional ideological and political work. Incentive runs through the whole process of enterprise human resource theory, and every incentive activity is a human resource development activity. Therefore, the incentive of enterprises should always establish the concept of "development", establish an incentive operation mechanism in line with the actual situation of enterprises, improve quality of enterprise, and fully mobilize the vitality and wisdom of enterprises. Enterprises should determine the incentive policies suitable for employees according to the differences between their posts and employees.

(2) It is the key to improve the competitiveness of enterprises to establish the incentive concept and master the incentive skills. Enterprises are made up of people, and incentives have special regularity. In order to effectively motivate employees to achieve enterprise goals, managers must understand people's needs and strengths, give them appropriate incentives, and adopt different incentive methods and frequencies for different people. Especially after China's entry into WTO, Chinese enterprises will face global competition. It is urgent to learn and master the correct incentive ideas and methods, and completely liberate and transform from business ideas to enterprise mechanisms.

(3) Motivation should be people-oriented. People are the most important resource of an enterprise. Enterprises should scientifically arrange the most suitable job according to comprehensive factors such as people's ability, specialty, interest and psychological status. Humanized management is a "human problem". People-oriented incentives should fully respect employees' independent choices, and the corresponding incentives are career development and planning management.

(4) Establishing a scientific operating mechanism with equal emphasis on incentives and constraints is an important means to promote the development of enterprises. The law of the development of things is dialectical. In order to improve the efficiency of social and economic activities, we must seriously study the dynamic mechanism to mobilize people's enthusiasm, and to mobilize enthusiasm, we must rely on incentives and constraints. At present, incentives and constraints in enterprises are asymmetric, and emphasizing the supervision of incentives is an important reason. Therefore, it is of great significance to establish an incentive and restraint mechanism that benefits both owners and employees, maximize the enthusiasm and creativity of all kinds of personnel and employees in enterprises, reduce costs and improve efficiency.

7.2 Significance of follow-up study

This paper makes a preliminary discussion on employee motivation, but there are still many deficiencies in depth. With the development of enterprises and the changes of international and domestic economic situation, it is necessary to further explore the issue of employee motivation. The following topics need to be studied in the future: (1) Enterprises should implement equity incentives. The main purpose of implementing equity incentive is to encourage and restrain the management and employees of the enterprise, and the enterprise itself can also benefit from this equity arrangement. The implementation of equity incentive system in private enterprises in China can greatly alleviate the growth limit problem faced by private enterprises at present. Adjust the internal structure of the enterprise and release the organizational potential, so as to break through the management bottleneck and complete the second venture of the enterprise. The implementation of equity incentive will also help to solve the problem of difficult employment and retention of private enterprises, attract and retain managers with equity, and promote the long-term development of enterprises. As China's private enterprises enjoy a higher right of independent management and the equity arrangement is more flexible and free, it is feasible to implement the equity incentive system.

(2) Build a competitive internal compensation system. Salary is very basic and important in any enterprise. An enterprise needs competitive salary to attract talents, and also needs guaranteed salary to retain talents. If the level is too low or the gap with the outside world is too big, employees will definitely look for opportunities elsewhere, so it is necessary to build a competitive internal compensation system. (1) let employees get high performance and high salary; (2) Formulate reasonable salary parameters to maintain the competitiveness of the industry; (3) Introducing the core employee management theory into the salary system; ④ Incorporate humanization into the salary system.

(3) Research on enterprise performance evaluation system. Performance evaluation system is an important means to promote the establishment of enterprise incentive and restraint mechanism. The core of performance evaluation is the overall management of enterprises by operators. According to quantitative and non-quantitative indicators, comparative analysis is made against certain standards, and the advantages of enterprises are judged as the reward basis. Carrying out comprehensive performance evaluation, by comprehensively, objectively and correctly evaluating the performance of operators and eliminating the interference factors that affect the performance of enterprises, will help to do a good job in the performance evaluation of operators and employees and establish an effective incentive and restraint mechanism.

(4) Development of information system. Information system serves enterprise organizations. Nowadays, the rapid development of information technology makes the organization and management of enterprises face severe challenges. The development of information system is inevitably accompanied by the optimization of organizational structure and the change of management process, and the position of information system in the organization is more important.