Traditional Culture Encyclopedia - Traditional stories - Law of enterprise management

Law of enterprise management

Bottom-up, from the inside out, constantly changing, profit core.

Just as we see that trees, flowers and grass must grow up from the roots. The more developed the roots, the stronger the vitality of plants; Otherwise, it will die.

In the internal management of enterprises, all the decisions made by managers should be "from employee to employee", otherwise the best scheme can only be on paper, because employees will not understand, like, admit and accept it. Especially in China enterprises, managers must pay attention to the impetus from the grass roots, which can not only promote good results through imperfect decision-making, but also push perfect decision-making in the direction it doesn't want to go at all. Some entrepreneurs complain that their employees have no autonomy. In fact, the phenomenon of slackness and overstaffing may just explain the autonomy of employees-China people are very smart, and they will clearly judge their position and interests in something. If the result is not consistent with their imagination, they will show "no autonomy"

Today, there is a decision-making problem in some of our enterprises-the implementation of two skins. Generally speaking, "there are policies at the top and countermeasures at the bottom", so it is difficult to realize the wishes of managers. The reason lies in the top-down decision-making mode of these enterprises. Many times, managers' wishes are good, and they expect every employee to get greater growth and more benefits. However, because they neglect to know their employees, or don't know how to know their employees in depth, it is difficult for employees to understand what they say, and it is also difficult to reach a * * * relationship with managers. In this case, how can they ask for "execution"?

Now several books are very popular: Write to Garcia, No Excuses, Who Do You Work for, and so on. The popularity of these books lies in the general lack of execution of enterprises. From the symptoms, employees seem to have no goals, no ideals, and lack initiative in their work. In fact, if a manager can get to know his employees better, I believe he will find that not only most people are not as bad as he thought, but even there are talents with certain energy hidden in them! The deep roots are actually: the ideals and goals of employees are inconsistent with those of enterprises, and managers do not take the initiative to understand them, so they do not talk about them; Stress at work is often greater than tension, and the initiative of tired employees is naturally weakened.

The habitual top-down decision-making mode in enterprises makes managers unable to see the root of the problem and rush to the hospital when they see some symptoms, which naturally backfires.

From the inside out is the inevitable manifestation of quantitative change to qualitative change. When the capital accumulation of the enterprise reaches a certain level, the organizational structure, human resources, workflow, assessment mechanism, etc. Will change accordingly. What was not needed before has become necessary now, and what was valued before may have been given up now. And this change will surely push the enterprise to a new height. At this point, managers are required to be forward-looking and strategic, see the development of trends before changes, and make timely adjustments, so that enterprises can successfully occupy new heights.

Change from the inside out is often painful. Because we must give up some methods that have been proved successful in the past and change some habits that have been formed, and these methods and habits are often proof of the "qualifications" that some people are proud of. So many excellent entrepreneurs attach great importance to learning. In fact, there is a more important factor behind their emphasis on constantly acquiring new knowledge-forming the habit of learning, accepting and using new things. Only in this way, the management team will not be aging, and the enterprise can maintain its vitality. From this, we can find a standard: for managers, the ability to learn is more important than the ability to use any tools.

Everything in the universe is changing all the time, so is the enterprise. The best way to adapt to change is to change, whether it is internal or external. Just like we have to take medicine when we have a cold, if we always take one medicine, we will gradually find that the effect is not as good as before, because our body has developed drug resistance. In enterprise management, even if we treat the same problem, the solution will naturally be different because of the difference of time, place and person.

As mentioned earlier, management is to serve the business, and a harmonious relationship channel is built inside and outside the enterprise through good management means, thus enhancing the profitability of the enterprise. No matter which stage in the life cycle, no matter what kind of system the enterprise is, it is the core task of management to continuously enhance profitability. If we deviate from this point, the enterprise will lose the foundation of survival, and nothing can be said.