level-to-level administration

As far as the organizational structure of enterprises is concerned, the organization of general enterprises can be divided into three management levels, namely, decision-making level (or executive level), middle level (or executive level) and operation level. The most important role of senior managers is decision-making, deciding the major policies, development direction and planning of the company's operation, mastering policies, formulating company rules and regulations, and making important personnel organizations and changes. Grass-roots managers mainly mobilize subordinate members to work as a team and organize front-line workers to work hard to complete production plans and tasks. As the middle level, middle managers are the backbone of enterprises, and bear the role of enterprise decision-making, strategy implementation and management communication between grass-roots management and decision-making. Their work has the characteristics of connecting the preceding with the following and independence.

Middle-level managers are the executors of enterprise strategy, and their middle-level status determines their status as the executors of enterprise strategy. The success of an enterprise depends on correct decision-making and effective implementation, both of which are indispensable. As the executor of enterprise strategic planning, middle managers have gradually begun to be valued and concerned by enterprises. How to effectively play this role of middle managers and improve their execution has become a key issue related to the success or failure of enterprises. If middle managers lack effective execution ability, there will be problems in the process of enterprise strategy implementation, such as the standard of decision-making scheme is gradually reduced, deviating from the original standard, or unable to complete the necessary tasks within the effective time, or leading to the lack of strength in the implementation of some policies formulated by enterprises, and a lot of work is anticlimactic and ineffective. The lack of executive power of middle managers will make the successful development of enterprises become castles in the air and a mirage. While top managers make programmed plans for middle managers to improve work efficiency, top managers can completely control everything and deal with unexpected problems more efficiently in a shorter time. Making a programmed plan can improve the executive ability and efficiency of middle managers and save costs for enterprises. As an excellent senior manager, expanding the scope of program planning can enable middle managers to complete some routine work in a shorter time. Provide a stronger impetus for enterprise development.