Because of an idea and/or a problem of the leader, a lot of PPT and solutions have been made, and one thing has been patched up for several months, but there is no result in the end. Most of the things you do every day are not helpful to the business process. It depends on what you are busy with, how long you are busy, and whether the benefits of the company and my salary have improved. If you are busy with meetings, rectification, communication and intrigue all day, the efficiency of the company is not good, which is not normal. There are also some enterprises whose production and marketing are obviously seasonal, and it is normal to go back and forth during the peak period.
There are many factors that endanger high efficiency, but organizational structure, work content and people are the key factors. The most typical example is that the company's administrative organs are bureaucratic, the post setting scheme is repetitive and loose, the post responsibilities are unclear, the division of responsibilities is unclear, there is a lack of rules and regulations or too many workflow levels, and a lot of time, time and energy are spent on the workflow. Now many companies, especially state-owned enterprises, are busy just for the sake of being busy. Only when the difficulties are solved can their performance be evaluated. So many people are not creating difficulties, but creating difficulties.
This is also a long-standing problem in enterprise performance management. It is not easy to create difficult people. If the management work is smooth, it will not get the concern of leading cadres. Without performance and exam results, they won't get a big score in the performance appraisal, which is equivalent to deducting points. Performance appraisal is like learning to sail against the current. People who are not easy to be busy slowly will be forced to be busy, and those who are not easy to create difficulties will also create difficulties. Everyone will create difficulties in creating difficulties.