From the perspective of the development process of enterprises, it can be divided into three stages:
The first stage: the capital accumulation stage. At this stage, there are fewer employees in the enterprise organization, and the values of the enterprise organization are centered on the boss's thoughts. Most employees in enterprise organizations are followers of bosses. The establishment of values in enterprise organizations is based on emotion, and the management crisis in enterprise organizations is financial crisis. The talent standard of enterprise organization is obedient and easy to use, and the treatment requirement is not high. At this stage, the strategic management of enterprise organization focuses on guiding employees with the concept of employees' first demand and forming a joint force with enterprises to make money. Only in this way can enterprise organizations survive and develop.
The second stage: talent resource accumulation stage. Enterprise organizations have entered the stage of talent resource accumulation, and the demand level for talents is getting higher and higher. At this time, the enterprise organization can not take the same values as the boss's thoughts as the core, and must learn to establish its own enterprise values with the management concepts and models of leading enterprises in the industry. Bosses need to learn. At present, enterprises need talents, but the conditions for enterprises to meet the needs of talents at all levels are not completely available. At this time, the strategy of enterprise organization to retain people should be: regard the enterprise as a place for talent practice and a platform for development. Don't be afraid that talents will surpass the boss.
The third stage: the enterprise organization develops to a mature stage, and most of the human resources and market resources of the enterprise organization are within the controllable range of the enterprise. At this time, the crisis of enterprise management is the bureaucracy of top managers. Bureaucratic top managers, they will establish enterprise organizations with the same values.
The characteristics of the three development stages of enterprise organization are different, but the development of enterprise organization is a process in which material civilization and spiritual civilization promote each other from beginning to end. At any stage of an enterprise, * * * and values are the core. The change of enterprise's material conditions and environment has promoted its function.
Only by grasping the strategic points of each stage and using tactics flexibly can an enterprise survive, become bigger and stronger, and become an excellent century-old enterprise.
Enterprise strategy has four general characteristics:
The first is honesty. Sacredness is relative to locality. Any enterprise strategic planning is a whole problem, not a local problem.
The second is the long term. Long term is relative to short term. Any enterprise strategy is to plan a long-term problem, not a short-term problem.
The third is the foundation. Fundamentality is relative to concreteness. The strategic planning of any enterprise is a fundamental problem, not a specific one.
The fourth is scheming. Strategy is relative to routine. Any enterprise strategy is a strategy about enterprise problems, not a traditional concept. Enterprise strategy must have the above four characteristics at the same time, and none of them is a typical enterprise strategy.
Legal basis:
Company Law of the People's Republic of China
Article 3 A company is an enterprise legal person, which has independent legal person property and enjoys legal person property rights. The company is liable for its debts with all its property.
Shareholders of a limited liability company shall be liable to the company to the extent of their subscribed capital contribution; Shareholders of a joint stock limited company shall be liable to the company to the extent of the shares subscribed by them.