Five steps of enterprise management

The management content of an enterprise includes plan management, process management, organization management, strategic management and cultural management. These five contents are an increasing relationship, which requires enterprises to realize these management contents in turn. In other words, it is to solve the problem of plan management first, then process management, then organizational management, then strategic management, and finally cultural management. This order can't be reversed, can't be disturbed, can't just do one and ignore the others. A good enterprise management needs the harmonious development and synergy of these five contents, and the synergy of these five contents is the system ability of the enterprise. Only enterprises with system capabilities can hope to have core capabilities.

1 plan management

Planned management is often associated with planned economy, and the direct consequence of this prejudice is that management is in a disorderly state. In the understanding of the plan itself, most people think that the plan is a set of data and a guiding text of an assessment index. No one has seriously thought that planning itself is part of management. Plan management is to solve the problem of whether the relationship between goals and resources matches. Therefore, plan management includes three key elements: objectives, resources and the matching relationship between them.

The goal is the basic point of plan management. Plan management is also considered as target management, and the realization of target management requires three conditions: first, strong support from senior management; Second, the goal should be able to test; Third, the goal is confirmed by senior managers.

Resources are the objects of plan management. Many people's understanding of plan management is mostly related to the goal, and it is generally believed that the goal is the object of plan management. In fact, the object of plan management is resources, and resources are the conditions to achieve the goal. The only way to realize the plan is to obtain resources.

Matching goals and resources is the result of plan management. It can also be said that the matching relationship between the two is the standard to measure the quality of plan management. When resources can support the goal, plan management can be realized; When the resource cannot support the target or exceeds the target. Daydreaming? , or a waste of resources. Therefore, we don't have to care what kind of goals the enterprise sets and how big it is. We just need to care about whether there are resources to support the goal. Do enterprises have international talents, international channels and products that meet international standards when they enter the international market with high profile? Without these, no matter how high the ambition is, it is futile.

2 process management

The key to improve enterprise efficiency is process. To realize process management, we need to change some habits of traditional management: first, break the habit of functional management; The second is to cultivate systematic thinking habits; The third is to form a performance-oriented corporate culture.

Break functional habits. The functional departments of Chinese enterprises largely inherited the ancient official system? Egoism? Instead of. Service orientation? .

Are you online? Egoism? In this case, the privilege of each functional department is expanded, and everyone only pays attention to the degree of functional completion and vertical management control of the department, and the functional behavior between departments often lacks a complete organic connection, which leads to the decline of the overall efficiency of the enterprise. So we must break the habit of dividing functions.

Cultivate systematic thinking habits. Process orientation focuses on goals and time, that is, customer and market demand orientation. It regards the behavior of enterprises as a process set in the whole process, manages and controls this set, and emphasizes the coordination and objectification of the whole process. Each job is a part of the process and a node of the process. Its completion must meet the time requirements of the whole process, and time is one of the most important criteria in the whole process. As the basic coordinate, time determines that we need to think systematically, not just according to our department or location.

Form a performance-oriented corporate culture. Forming a performance-oriented corporate culture is the guarantee of process management. Management should attach importance to changing employees' ideas, encourage each employee to participate in process reengineering through ideas that employees can understand, attach importance to employees' suggestions, and complete management changes. Without such a cultural atmosphere, process management can only become a mere formality, which is also the fundamental reason why many enterprises can not succeed in introducing process reengineering.

3 Organization and management

Power and responsibility have always been two aspects that need to be balanced in management, and keeping these two aspects in a balanced state is a problem that needs to be solved in organizational management. From the classical organizational theory, we know that the design of organizational structure needs to follow four basic principles: first, unified command. A person can only have one direct supervisor. The second is the scope of management. The "effective" management scope is 5-6 people. The third is the division of labor. Horizontal and vertical division of labor according to power and responsibility and specialization. The fourth is departmentalization. Gather the employees of the same major produced by a division of labor, and be led and coordinated by a manager. The classic principle of organizational design just wants to balance the relationship between power and responsibility. Therefore, the realization of organizational management needs two conditions: specialization and decentralization.

Specialization. Specialization can solve many problems, including the awareness of service, the possibility of sharing, and more importantly, it can eliminate people's worship of power. If everything is based on specialization and standards and science are respected, people will no longer rely on power and status to transmit information and instructions.

Decentralization. Many enterprises also have decentralization manuals and systems, but because they can't correctly understand what decentralization is, the implementation is often out of shape. Decentralization means that once power is distributed, it cannot be recovered, while authorization can be recovered. Many people like to confuse the boundaries between decentralization and authorization.

4 strategic management

The core competitiveness of enterprises includes three basic characteristics: first, the core competitiveness provides the potential to enter diversified markets; Second, the core competitiveness should make a key contribution to the value that customers value; Third, the core competitiveness should be the ability that competitors can hardly imitate. Obviously, these three characteristics all reflect that the most critical element of core competitiveness is to define the core competitiveness of enterprises from the perspective of customer demand. The ability to fail to meet customers' needs and make a key contribution to customers' most valued value is not a core competitiveness. Core competitiveness should first be the ability to deeply understand and accurately grasp the market and customer needs. For this, Haier summed it up like this: Zero distance from customers means long distance from competitors? .

The establishment and cultivation of core competitiveness is extremely important for establishing the market leading position and competitive strength of enterprises. To this end, enterprises must focus on the long-term from a strategic perspective. Enterprises themselves need to examine their own business, resources and capabilities, and observe the development trend of market demand and technology evolution; Using the innovative spirit and ability of enterprises, we can determine the development direction of the core competitiveness of enterprises and make clear the technologies that constitute the core competitiveness of enterprises. These are all questions that strategic management needs to answer. So, to put it simply, strategic management is a unique management effort to gain core competitiveness. In the process of integrating the elements of enterprise's core competitiveness, it needs the support of relevant mechanisms and environmental conditions.

Strategic management includes: organizational management mechanism conducive to learning and innovation, decentralized flat network organization with team management as the core, creating dynamic innovation incentive mechanism, and market-oriented corporate culture atmosphere with customer value pursuit as the core. Finally, it depends on an open and trusting cooperation environment.

Based on this, the core competitiveness of enterprises is also a kind of ability advantage based on enterprise resources, and also a kind of heterogeneous strategic resources, such as technology, brand, corporate culture, marketing network, human resource management, information system and management mode. Only by strengthening and highlighting these aspects and establishing a complementary system of knowledge and skills can enterprises obtain sustainable competitive advantages.

5 Cultural management

The publication of Forbes' American rich list is usually a heroic ceremony, because the wealth of people who enter the American rich list is gradually accumulated and can be measured publicly. Every time China's rich list is published, except for some legendary stories, most of them can't stand rational speculation and consideration. With the fall or misfortune of Forbes China's richest man, people in China began to be wary of wealth, so people noticed the difference between the rich and business leaders: wealth alone could not become the pillar of society, and business leaders eventually became the focus of attention. Enterprise leaders represent the direction of national spirit, the root of enterprise culture, and the embodiment of enterprise leaders' way of thinking and management.

Corporate culture is the core soul and essential feature of an enterprise. With the development of enterprises, the development of enterprise culture usually experiences the charm of entrepreneur personality (entrepreneur culture)? Team personality charm (team culture)? Corporate personality charm (corporate culture) will eventually form social personality charm (competitive culture). Therefore, corporate culture management should go through the gradual transition of survival goal orientation, rule orientation, performance orientation, innovation orientation and vision orientation to ensure the gradual growth of enterprises.

With the increasingly fierce market competition and international competition, China enterprises are promoting the transformation of corporate culture to a vision-oriented competitive culture, but there is still a long way to go before this transformation.

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