How to do a good job in enterprise management

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How to do a good job in enterprise management

First, know yourself and know yourself, and fight every battle:

The phrase "Know yourself and know yourself, and fight a hundred battles" has been circulating in China for thousands of years, but how to do this is a problem that we still need to constantly think and explore. As far as our company is concerned, almost no one can accurately tell the specific cost of each product. An enterprise doesn't even know its own production cost, which means it doesn't know itself yet. In this case, it is simply empty talk to achieve the goal of being invincible. Therefore, I personally think that the primary task before us at present is to do a good job in cost accounting. First, list several big blocks of cost-raw material cost, labor cost, management cost, transportation cost, depreciation cost of fixed assets, etc. Then subdivide each chunk and use a cost accounting table for cost accounting and analysis, so as to grasp the actual production cost of various products of the company, and calculate the proportion of various costs in the total cost accordingly, and analyze according to the proportion of various costs. To do these jobs well, we have to become bosom friends. The next thing to do is to understand the market, the production costs of competitors, and the advantages and disadvantages of competitors. Facing the advantages of our competitors, we must think about how we need to catch up with or even surpass our competitors, how long it will take us and how much resources we will spend. Facing the shortcomings of our competitors, we can't ignore them. Maybe the mistakes that our competitors are making today may be the mistakes that we may make tomorrow. So we need to constantly use our competitors' weaknesses to warn ourselves not to make the same mistake. Only by fully understanding ourselves and our competitors (in fact, we need to fully understand our customers) can we win in the competition.

Second, treat workers as warm as spring, treat work as enthusiastic as summer, and treat mistakes as ruthless as autumn wind sweeping away leaves:

In today's society, the most frequently mentioned phrase in enterprise management is "man is the primary productive force", but in fact, how many enterprises really value the importance of man as the primary productive force? In most cases, most enterprises only take the phrase "man is the primary productive force" as a slogan, and there are no specific measures to reflect the true meaning of this sentence, nor do they really attach importance to the great role of man as the primary productive force. And our enterprise, like most enterprises, is extremely lacking in this respect. Our managers are seriously lacking in the spirit of deeply understanding employees' voices, have no corresponding incentive measures for employees' excellent performance, show too much "kindness" in the face of employees' mistakes, and completely fail to achieve "strict implementation system and fair rewards and punishments". If you want to do a good job in enterprises, take "people" as the primary productive force and promote the sustainable development of enterprises, then you must pay full attention to the role of people, and the wealth of enterprises is created by employees. Therefore, we must have certain operability and effective incentive measures to encourage outstanding employees, and we must give spiritual and material rewards to employees who make minor changes and break the traditional management methods without thinking. In addition, the company (manager) should help employees solve some practical problems, care about their daily work and life, give sincere greetings to employees when they are sick, and send a small card and handwritten blessing to employees on their birthdays, so that employees can feel the warmth of the corporate family and devote themselves to their work.

Work is something we do every day, but different working attitudes will produce different results. I think the results will be far or even very different between doing something with enthusiasm and doing something with complaints, so it is very important for us to treat our work with what attitude. Therefore, we must first have a deep understanding and full recognition of everything and every decision of the company. Only when we realize something can you have the confidence to do it and do it well. However, the survival and development of an enterprise can not be achieved by one person or some people. We need to rely on the strength of all employees in the enterprise to achieve this goal. Therefore, after we fully identify with ourselves, we should guide all employees of the company to have a sense of identity and drive all employees of the company to devote themselves to their work with full enthusiasm. Only in this way can we achieve our goal.

Ren Yun: Details determine success or failure. Many enterprises' decades of honor and aura disappeared instantly. The reason is that they ignore the details, turn a blind eye to the small mistakes and shortcomings, and do not take effective measures to correct them. Over time, small problems lead to big problems, and business failures are inevitable. So be sure to pay attention to the details and don't miss the opportunity to correct any mistakes. When mistakes are found, they must be corrected, and when problems are found, they must be solved. When any problem occurs, we must find out the time and place, who is responsible for the accident, whether it has brought losses to the company, how big the losses are, and how to effectively prevent similar incidents from happening again, otherwise we will never make progress and the enterprise will never make progress.

Third, realize table quantification and adhere to walking management:

The focus of enterprise management should be data. An enterprise that ignores data management will definitely not be a successful enterprise, because we can only analyze whether the operation of the enterprise is normal and what problems exist through various data in the enterprise. For example, the proportion of non-first-line production personnel in an enterprise to the total number of people in the factory. A mature enterprise will generally control the proportion of non-first-line production personnel to the total number of people in the company within 15%. This kind of enterprise management efficiency is very high, everyone's division of responsibilities is very clear, everyone's workload is full at any time, and there will never be a phenomenon of overstaffing. Most enterprises can't do this, and neither can our company. Although there are some reports in our company now, there are still many problems in the current report materials, and all the reports are not summarized and analyzed, which leads to unreasonable management and personnel transfer. For example, the production report submitted by the workshop every day often has the phenomenon that the report content is incorrect, repeated or omitted. If you are not a person who knows the current production very well, you will be misled by the contents of the report and make the wrong decision. Therefore, it is very important for our company to standardize various forms and realize the quantification of forms.

In addition, as a manager, you can't shut yourself in a narrow space to think about problems and make decisions. We should go out of the office and often check every part of the factory. Only in the process of continuous inspection can we find problems and seek solutions to them. Both individuals and enterprises are making progress in the process of constantly discovering and solving problems.

Four, appropriate reserve talent pool, scientific selection and use of talents:

People say that the competition of modern enterprises is the competition of talents in the final analysis, and how to select and retain good talents is a problem worthy of our serious consideration. But before thinking about this problem, we must first find out what kind of talents are "talents". Personally, I think that as a talent of an enterprise, we must first have a high degree of loyalty to the enterprise. A person who has no sense of loyalty to the enterprise is useless even if he has great skills. Second, there is a sense of identity with the culture of the enterprise, and third, there is a certain cultural knowledge and skills; Fourth, we must have the ability to think and solve problems independently; The fifth is to have a pioneering and innovative spirit. After knowing what talent is, we should think about how to select or recruit talents. Under normal circumstances, talents should be selected mainly within the enterprise. When selecting talents, we must first evaluate them through the above five points, and those who meet the standards will be hired. As for those who can't manage their own affairs in their own places, they should be dealt with decisively, otherwise there will be consequences of "breaking off diplomatic relations constantly and being disturbed by breaking off diplomatic relations".

Five, grasp the big and let go of the small:

Everyone's time and energy are very limited, so we must put our limited time and energy on the most important work. In this way, you need to sort out your own work and distinguish which is the main work and which is the secondary work. The main work must be done by yourself, and the secondary work can be arranged for subordinates to complete, just to arrange time to supervise and check the completion of subordinates.

Six, oriented by the target results:

Managing a business is different from being a parent (in fact, even parents can't do this). It is necessary to help subordinates think about everything, draw baskets, set a good route, and let subordinates work completely according to their own ideas. Such enterprises lack vitality and employees lack creativity. It is necessary to give subordinates appropriate space to play freely and fully mobilize their subjective initiative. We should set a goal and give our subordinates some appropriate resources. As for the specific methods to achieve this goal, we should not interfere too much and let our subordinates find their own way, but we must observe from the side so as to find problems and correct them in time.