How to manage an enterprise well
First, manage an enterprise well. The most basic thing to do, rice.
Resources resources
I:idea's innovative thinking
C: contacts and channels
An expert in a certain industry
The above four items must be done at the same time, which is the premise of managing an enterprise well.
Second, achieve three hearts: sincerity, self-confidence and patience.
The success of an enterprise depends on the personality charm of the boss, who is an example to learn from, not an object to be praised. His positive personality is the driving force of the enterprise.
Three, the ten elements of effective leadership
1 consciousness
2 Consistency (consistency of goals between employees and bosses)
3 Compassion
4 interpersonal relationships
5 communication
6 culture
7 courage? Dare to take risks and face reality. Moral courage.
8 self-confidence
9 innovation
10 coaching (how to train employees)
Fourthly, from the perspective of management.
First of all, at all levels of the organization, starting from the top, establish a talent-oriented concept.
Second, put forward a strong value orientation to coordinate with employees' dreams.
Third, recognize and reward employees' work.
Fourth, happy work.
Fifth, the salary is reasonable.
Sixth, fully develop the potential of each employee to make room for talent growth.
Seventh, retain high-performance talents.
Five, from the perspective of human resources analysis
Labor cost is not just as simple as salary! Normal labor costs should include employees' normal working hours, adequate rest, relaxation and adjustment, as well as necessary insurance and employee benefits. The creativity and creativity of workers should not be underestimated. Although you have a large number of scientific and technological personnel, or a group of elite think tanks, they are not even as good as the experience of a grassroots worker and a suitable opinion. One of the biggest defects of scientific and technical personnel and managers is that their knowledge and experience are outdated.
Obedience is not necessarily a good employee, and the same effort is not necessarily a good employee.
Ten common mistakes that enterprises make when rewarding employees:
1, need to have better grades, but reward those who seem to be the busiest and work the longest;
2. Require the quality of work, but set an unreasonable completion date;
3. I hope to have an answer to the radical problem, but I reward the method of treating the symptoms;
4. Only talk about loyalty to the company, but do not provide job security, and pay the highest salary to the latest employees and those who threaten to leave;
5. It is necessary to simplify things, but reward those who complicate things and make small things easy;
6. Require a harmonious working environment, but reward those who complain the most and talk without practice;
7. Need creative people, but punish those who dare to be independent;
8. Only talk about thrift, but reward those employees who consume all their resources with the biggest budget increase;
9. Teamwork is needed, but one member of the team is rewarded, while others pay the price for it;
10, ideas that need innovation but are unsuccessful are punished, and conformism is rewarded.
When it comes to management, you can't help but talk about people. People and things are different. They are living beings with independent thoughts and actions. In addition, in social life, the key factors of people and buttons are everywhere.
1. Loyalty. Loyalty is indispensable in life, emotion and career. However, it does not mean infinite loyalty. As an enterprise manager, think about it. If a person doesn't love his parents and care about his wife, can he be loyal to you? What is his infinite loyalty now? Don't think this is a good thing. The ancients said: Don't do to others what you don't want them to do to you. Do you think it's normal if it is you?
2. Be fully prepared. When our enterprises recruit employees, they often hope to have maxima to join them. In fact, there are very few outstanding talents recruited. Actually, it's completely unnecessary. I suggest that all our entrepreneurs ask themselves this question. Do you need a great sage to be competent for your position? In other words, even if you have a great sage, you have no ability to provide him with a stage and space to play. In that way, the Great Sage will leave you; People who want to enter the company will think that this company has talents and will not use them. In fact, everything has its own strengths and weaknesses. We cut fruit with a fruit knife and chop wood with an axe. Let them do their best and make the best use of everything.
3. Crisis. As far as the development of enterprises is concerned, the crisis is inevitable. It's just that you survived some crises, and you didn't survive some crises. Actively accumulate the strength and strength to solve sudden crises.
4. Perfect. Everyone likes to listen to nice words. However, nice words are not really so perfect. Regret and imperfection actually constitute our life. Similarly, management is the same. The whole process is full of defects.
5. Grow up. Every company wants to grow and become a high-profit enterprise. Managing an enterprise, like planting rice, is useless to worry. It should be said that it was an ordinary and repeated long process, and we tried to solve all the problems of enterprise growth one by one. The same is true for growing rice. Sow when it is time to sow. Fertilize when it is time to fertilize. Everyone has their own rhythm and law, and "encouraging young plants" will bring more unstable factors. It may not be worth the loss.
Enterprise equipment management system
Equipment use and maintenance procedures are formulated according to equipment use and maintenance instructions and production process requirements to guide the correct operation, use and maintenance of equipment. The factories and mines owned by major companies must establish and improve the equipment use procedures and maintenance procedures. Requirements for formulating and amending regulations
1. The factory (mine) should first correctly classify the equipment types according to the principles stipulated in the equipment use management system, and divide the equipment into three levels: important equipment, main equipment and general equipment according to the position of the equipment in production, the complexity of the structure and the difficulty of use and maintenance, so as to facilitate the compilation of regulations and the hierarchical management of the equipment.
2. All installed equipment must be equipped with complete use and maintenance procedures.
3. For the newly put into production equipment, the factory (mine) is responsible for formulating the use and maintenance procedures 30 days before the equipment is put into production, and issuing them for implementation.
4. When the production is ready to adopt new processes and technologies, the manufacturer (mine) should modify the original procedures according to the new use and maintenance requirements of the equipment 10 days before changing the process to ensure the effectiveness of the procedures.
5. When the post implements the rules, it is found that the rules are not perfect and should be reflected step by step. Rules management professionals should immediately go to the scene to verify the situation and supplement or modify the rules.
6. The newly written or revised regulations shall be separately examined and approved according to the relevant provisions of the professional management contract system.
7. For the regulations that have been used for many years and the contents have been modified a lot, the factory (mine) should organize the revision and re-issuance in the third year through the combination of mass and professional management, and notify the original regulations to be invalid at the same time.
8. When the equipment has serious defects and cannot be stopped immediately for repair, reliable measures and temporary use and maintenance procedures must be formulated and approved by the factory (mine). After the defects are eliminated, the interim provisions shall become invalid.
What must be included in the equipment use and maintenance procedures.
(a) the contents that must be included in the equipment use program:
1. Technical performance and allowable limit parameters of the equipment, such as maximum load, pressure, temperature, voltage and current;
2. Provisions on the transfer and use of equipment. For the equipment running in two or three shifts continuously, the operating status of the equipment must be handed over when the post personnel hand over, including: abnormal operation of the equipment, changes in original defects, changes in operating parameters, failures and treatments.
3. Steps to operate the equipment, including the preparation work before operation and the operation sequence;
4. Emergency treatment regulations;
5. Safety precautions in the use of equipment, the operator of this position shall not operate this machine without approval, and no one shall dismantle or relax the safety protection device at will;
6. Troubleshooting in equipment operation.
(2) Equipment maintenance procedures shall include:
1. Equipment transmission schematic diagram and electrical schematic diagram;
2. Equipment lubrication
3. Provisions for regular cleaning;
4. Inspection requirements in the process of equipment use, including route, location, content, standard condition parameters, cycle (time), inspectors, etc.
5. Troubleshooting methods for common faults in operation;
6. Scrapping standards for main wearing parts of equipment;
7. Safety precautions.
Implementation of equipment use and maintenance procedures
1. Before the new equipment is put into use, the competent leader of the factory (mine) shall arrange and implement the equipment use and maintenance procedures, and distribute the procedures to relevant professionals, post operators and maintenance inspectors, and shall not leave their posts.
2. The production unit shall organize the equipment operators to study the regulations seriously, and the equipment professionals shall explain and learn the contents of the regulations to the operators.
3. Equipment operators must pass the disciplinary examination and practical operation examination organized by the factory level, and can only take up their posts after passing the examination.
4. The production unit shall organize the team to learn the regulations every week, and the workshop leaders and equipment management personnel shall conduct spot checks on the learning situation of the production team regulations every month, and solve the problems in time when found, and the spot checks shall be included in the assessment.
How to manage a company well
This topic seems to be relatively broad, and many people ask this question, but it is exactly a problem that all company bosses and managers must face. For entrepreneurial companies, I think that as long as we grasp two points, we will not let the start-up companies get into trouble: in the start-up period, enterprises mainly pay attention to two aspects: people and money.
Personnel management: formulate attendance system, reward and punishment regulations, salary scheme and other systems.
Financial aspect: formulate reimbursement system, cash flow, budget, accounting and cost control system. I have the following five suggestions for gymnastics management and middle school:
1) Clarify enterprise goals and achieve * * * knowledge. Entrepreneurs should be clear about the goals of their enterprises. With a goal, there is a direction and a vision, which can greatly reduce the friction in management and operation;
2) clear? Who listens to who? And then what? Who is in charge of everything? , and write official documents. The most fundamental problem in organizational structure design is the distribution of decision-making authority. Therefore, it is very important to clarify the responsibilities of each core member for the smooth progress of management, otherwise the entrepreneurial brotherhood will throw the management into chaos;
3) Due to the small scale of the start-up period, everyone should follow the behavior style of openness and seeking truth from facts, put things on the table, and don't fight belly lawsuits;
4) Establish a management team within the company. Exchange opinions regularly and discuss issues related to the company's business strategy, such as product development, competitors, internal efficiency and financial status. Generally, a three-level management structure is adopted, including decision-making layer, management layer and ordinary employees;
5) Formulate and strive to abide by the established management system. It must be emphasized that everyone must abide by it, and there can be no privilege or privilege.
Change the rules. When the company develops to a certain extent and begins to have strength, it is necessary to realize the defects of its own ability and try its best to hire some management professionals, which will make great achievements.
Special reminder
Pay attention to financial monitoring.
Research shows that the direct reasons for the closure of many start-ups within one year are poor financial management, too many bad debts in accounts receivable and frequent shortage of liquidity. The financial departments of start-ups are often accountants and cashiers, which are totally inadequate to meet so many challenges. Entrepreneurs should pay special attention to financial monitoring, and can't simply treat financial management as? Accounting? , should be responsible by professionals, and have the corresponding incentive mechanism and evaluation system.
Avoid the interference of social relations with work relations.
In the start-up period, most employees in the enterprise have kinship, geographical relationship and academic relationship, and there are countless social relationships among them, which affects the normal working relationship in the enterprise to some extent. Enterprise management is often difficult to follow the norms, and the normative system lacks the necessary implementation environment.
The above is the general manager's method of managing the company, I hope you like it!