How do company bosses manage their own businesses? First, the enterprise goal decomposition based on strategic positioning.
For enterprise leaders, we should pay attention to several levels in the decomposition of annual business objectives: the overall goal of the enterprise should be decomposed into departmental performance objectives of each business sector; In order to ensure the achievement of the performance goals of each department, it is necessary for the department manager to make a debriefing once a year and sort out what technical innovation and management methods are used to achieve the departmental goals; In addition, the performance evaluation of employees should also be able to support the performance of their departments.
In fact, we will find that the operating conditions of many enterprises can't be completely quantified except for quantifiable indicators such as sales return, gross profit margin, quality qualification rate and plan achievement rate. Therefore, it is necessary to carry out special management improvement projects or convey the strategic objectives and cultural concepts of enterprises to managers and employees at all levels in different forms through corporate culture training, so as to avoid one-sidedness in management caused by relying solely on performance appraisal.
Second, establish a business-oriented process collaboration mechanism.
Business decomposition from business objectives to departmental performance objectives, and then to personal work objectives, and cultural decomposition from enterprise value culture to departmental team building, and then to the working status of employees, mainly from the perspective of vertical management to complete the overall planning and organization of enterprises.
From the perspective of horizontal coordination, it is also necessary to establish an effective linkage operation mechanism between various departments. Specifically, it is necessary to pay attention to the support of the enterprise's business process system to the whole business chain and the impact on key links.
Among them, in the setting of main business processes, it is necessary to realize the effective connection of the main processes of various departments, avoid the overlap of job responsibilities and the blank of work content, so as to ensure the output of the previous process and realize the effective input of the next process.
At the same time, in the setting of performance appraisal indicators, it is necessary to ensure that the performance indicators of various business departments and functional departments can effectively evaluate the corresponding main processes and key links, thus effectively supporting the business objectives of the whole company.
It can be seen that leaders need to regard the decomposition of the company's business processes and performance objectives as a horizontal and vertical unified cooperative operation system in order to effectively control business operations.
Third, according to the different development stages and scales of enterprises, establish different standard levels of management systems.
Leaders also need to pay attention to the corresponding scale of enterprises in different stages of development, because there are still great differences in the degree of management refinement between large enterprises and small and medium-sized enterprises.
Generally speaking, large enterprises in mature stage often need systematic and standardized management mechanism to realize efficient and transparent enterprise management and professionalism of employees.
For most small and medium-sized enterprises in the development stage, enterprise management should still be performance-oriented, that is, the management efficiency and quality of main business processes are the core, and other functional management is more a combination of humanization and standardization.
In other words, according to the needs of actual development, enterprises should constantly find a suitable new balance between performance-oriented and management-oriented issues, so as to find the most effective management model at present.
How do company bosses manage their own businesses? First, the criteria for selecting and appointing top managers.
In the initial stage, when the enterprise is small in scale, it is mostly the boss of the top leader or several people in the core team who control the strategic direction and specific business operation of the enterprise. In this period, the basic management mode is to stick to the end, so the boss's personal style will often become the cultural temperament of the whole enterprise, and even in the specific management mode, it will show a strong boss style. For example, whether an enterprise is extensive in management or comprehensive in everything is often determined by the boss's style.
When the enterprise develops to a certain scale, it is particularly important for the boss to select and appoint middle and senior managers, because it is the business unit with the managers of all departments as the core that constitutes the basis of the whole enterprise operation. Among them, senior managers and middle managers in charge of major departments and specific departments play an important role in organizing implementation and execution.
In particular, the core senior managers, on the one hand, will participate in the major decisions of the company's management, on the other hand, they will be responsible for some sectors of the company's business, so from the perspective of company strategy decomposition and specific operation implementation, they all play an important role in connecting the preceding with the following.
The selection of core executives needs to pay attention to three characteristics: first, it is necessary to maintain a relatively consistent sense of values and mission with the company boss, which is the first priority for the senior management team to maintain a close relationship with the company's development; Secondly, they need to have strategic thinking and the ability to control or manipulate core technologies; Thirdly, we should have management thinking and team organization ability to lead the team to achieve the goal.
Generally speaking, the latter two points are the necessary abilities and qualities of executives, while the first point requires business owners to find people who have corresponding matching degrees with themselves, so as to achieve the goal consistency and cultural stability of the core team.
Second, establish a hierarchical authorization system of trust+mechanism.
As important as the selection and appointment of executives is how to give them reasonable authorization. If the selection and appointment is that the boss has set up important candidates in key positions in the operation system, then authorization means that these people can give full play to their expertise through a reasonable framework of power and responsibility, and then bring greater value to the enterprise.
How to give proper authorization to the executives of various business sectors is one of the most important problems faced by many bosses. On the one hand, if the scope and amount of authorization are too large, the boss's business will be out of control. After all, the major shareholder of the enterprise is the boss, and the final profit and loss is mainly borne by the boss himself.
On the other hand, if the scope of authorization is too narrow or the amount is too small, the scope and depth of executive management will be limited, and the boss will be unable to exert his fists and feet, and at the same time he will be in a busy state, because he is needed to make decisions and approve big and small matters, big money and small money. This is often the normal state that many enterprises encounter in their development.
In fact, authorization management involves two aspects: first, mutual trust between people; The second is the institutional guarantee of management mechanism.
Authorization is basically to solve the trust problem between the boss and the core team, which is why there are many family businesses in the world, because the basic trust can be maintained relatively well through blood relationship.
But the problem with this kind of family management is that you can't guarantee that these blood relatives have the professional and management abilities needed by the enterprise, and you can't guarantee that the trust based on blood is 100% more reliable than the trust based on non-blood.
This is the second question, the reason why we should introduce a standardized management mechanism. If the trust between people can not be solved by blood relationship or personality judgment, it is very necessary and effective to introduce a good management mechanism and professional team. At the same time, a forward-looking strategic vision and a broad mind of employing people are also one of the necessary conditions for the boss.