Development status of private enterprises
Since the reform and opening up, China has cultivated and brought up a huge army of private enterprises with economic construction as the center. Most of them are family businesses, starting with husband and wife stalls, brothers' classes, father and son soldiers, relatives and friends, and gradually developing, which has become an important part of China's economy. However, the development of family business in China is still in the primary stage, and there are inevitably many growing problems. Most of the people or enterprises established earlier in China have now completed the start-up stage-at this stage, private entrepreneurs have completed two things by relying on their personal abilities: the primitive accumulation of capital and the initial establishment of business foundation. At present, compared with capital resources and business resources, private enterprises must work hard to improve the level of organization and management, otherwise it will be difficult to enter a new round of development. Private enterprises are seriously short of comprehensive and systematic management resources, which are mainly manifested in the following main management problems:
First, the root of the overall system management problems caused by the development stage of private enterprises in China.
1, backward corporate culture affects the sustainable development of enterprises.
Broadly speaking, culture is the sum of material wealth and spiritual wealth created by human society in historical practice; Culture in a narrow sense is social ideology and corresponding organizations and systems. Corporate culture is gradually formed in the practice of production and operation, which is recognized and observed by all employees. It is the sum total of mission, vision, purpose, spirit, values and business ideas with organizational characteristics, and it is the embodiment of these ideas in production and operation, management system, employee behavior and corporate external image.
Corporate culture is the soul of an enterprise and an inexhaustible motive force to promote its development. It contains very rich contents, as well as its nuclear power enterprise spirit and values. The values here do not refer to various cultural phenomena in enterprise management, but to the values held by enterprises or employees in enterprises in product production or service and management.
Problems existing in private enterprise culture
Corporate culture is the driving force for the sustainable and healthy development of enterprises. The motivation and cohesion of an enterprise all come from the culture of the enterprise. Private enterprises in Saudi Arabia do not pay attention to the construction of corporate culture, corporate culture is generally insufficient, employees lack the same values, and their sense of identity with the enterprise is not strong, which leads to the dislocation of personal values and corporate ideas, which seriously hinders the development of enterprises.
(1) Short-sighted behavior of corporate culture
The corporate culture of private enterprises has serious familial, personalized and emotional characteristics. Business owners have only one central goal, that is, to collect money for themselves and their families. Entrepreneurs are eager for quick success and quick success, and their business behavior is short-term. In addition, due to limited quality, private entrepreneurs unconsciously upgrade advanced management experience and methods. After the enterprise has made certain achievements, it will be content with the status quo without making progress, forming blindness and personal worship, and the decision-making level of the enterprise tends to be unified and its functions will fail.
(2) Lack of learning behavior of corporate culture
Compared with state-owned enterprises or foreign-funded enterprises, employees in private enterprises lack training and learning opportunities and do not form a good learning atmosphere within enterprises. Their knowledge can't be updated in time, their concepts can't keep up with the development of the times, and they are out of touch with the advanced management mechanism in the world today. As a result, managers lack confidence due to lack of knowledge, decision-making management ability can not adapt to new changes, and their ability to resist risks declines. Managers are improving their leadership and management ability, but their professional and technical level is declining, which requires distinguishing between human resource management and resource development and training ability.
(3) Corporate culture belittles talent behavior
The biggest obstacle for most family businesses in private enterprises is that they can't choose people on their own, so many ambitious and talented fresh blood have to jump ship to find a new foothold. The randomness and sentimentality of employing people in private enterprises, without the strategic thinking of talents, will only constrain the development of enterprises. Many middle-level management leaders can't stand in the perspective of enterprise interests, suppress and restrict competent employees, so that they can't get the development space they deserve and are willing to safeguard their own interests, which affects the basic concept of employing people in enterprises and hinders the development of enterprises.
(4) The organization failed to carry out its work in depth.
In terms of organizational scale and establishment, it imitates the functional departments established by other marching enterprises, but the functions of each department are unclear, the job responsibilities are not detailed, and the working procedures are chaotic, resulting in a bloated organizational structure, which can not fully understand and give full play to the efficiency of the department, lack of in-depth refinement of work, lack of specialized personnel and information, and one-sided emphasis on the professional level of employing people or the wrong concept of multi-job, which has affected the development of enterprise management.
2. Countermeasures to strengthen the cultural construction of private enterprises
(1) Establish a corporate culture with correct business philosophy.
Haier's goal: to establish a good image in the hearts of consumers and strive for the first place in consumer associations. ("CEO")
There is a famous saying in American business management: the first thing an enterprise should do is not to create profits, but to create customers.
It is required that the business philosophy of enterprises should emphasize the sense of responsibility and mission to society, and private enterprises should be freed from the pursuit of profits, strive to make contributions to society, establish far-sighted business awareness and values, be honest and trustworthy, and serve consumers wholeheartedly. Abandon the old and welcome the new, pay attention to product quality, enhance quality awareness, and constantly improve enterprise management capabilities.
(2) the corporate culture that attaches importance to the quality of the corporate family.
The quality of private entrepreneurs determines the future of enterprises, and corporate culture shaping can solve the bottleneck of enterprise development. Corporate culture advocates democratic decision-making and learning spirit. The former ensures the correctness of decision-making, while the latter constantly improves the cultural quality, knowledge ability, social responsibility and moral level of all employees.
As a leader, you don't have to know the shortcomings of your subordinates, but you can't help but know their advantages.
Zhang Ruimin said: Excellent leaders can be specific to different styles, but behind different styles lies the first same thing-inspiring and inspiring others.
(3) Advocating continuous learning and full participation, and strengthening people-oriented corporate culture construction.
We should use different incentive mechanisms to fully mobilize the enthusiasm of employees, maximize human potential, and make the pursuit of enterprise development consistent with personal development; Enhance employees' sense of corporate identity and make work efficiency directly linked; We should constantly cultivate employees' sense of ownership, let employees truly feel that the enterprise is as important to him as it is to the enterprise, and constantly enhance employees' efforts.
Marlowe's principle: people have five needs, and the five needs are increasing. Survival needs, security needs, social needs, self-esteem needs, self-realization needs.
Employees are the foundation of an enterprise, and systematic management depends on the participation of employees. Some decision-making and process improvement need to train employees in quality awareness, professional ethics, knowledge and skills.
For example, Haier Group attaches great importance to the improvement of staff quality. They made a five-year education plan and annual plan, implemented all-staff training, organized 36 training courses for nearly 1,000 people, and 9 13 people took the national quality management examination and obtained a certificate of conformity. The company established 32 study groups and achieved 38 results. The goal of Haier Group's "Six Sigma" quality management project is to improve the quality as the main line, customer demand as the center, and facts and data analysis as the means to improve the organization's business process ability. Since May 2005, Haier has set up 608 "Six Sigma" project teams in the whole project group, which have been extended to every node of product research and development, procurement, manufacturing, production and service. (Six Sigma: the defects or flaws in products and services are less than four parts per million)
The 20th century is a century of development and change. Social resources can master wealth from mastering land to machine transformation, and only by mastering production machines can we have wealth, and then extend to the electrical revolution. These are the three major changes of mankind. The first 50 years are scientific and technological revolutions, and the last 50 years are technological revolutions. 1900 is steel, automobiles in the 1920s, aviation in the 1930s, electronics in the 1940s, atomic energy in the 1950s, petrochemicals in the 1960s, semiconductors in the 1970s, PCs in the 1980s and the Internet in the 1990s. Almost once every ten years, these changes have created great social progress and wealth.
2 1 century, enterprises are in an era of changeable, drastic and rapid changes.
Economists say: there is a change in the world warehouse that is constant-this change is constant.
Battlefield in shopping malls: the winner is impermanent.
Successful enterprise standards: a leader, a brand, a set of models.
So how to set the development goals in line with your own enterprise in a rapidly changing world?
Laozi said: all major events in the world are done in detail; Nothing in the world is difficult for one who sets his mind to it.
Short-term, medium-term and long-term development goals are gradually formulated in three stages. Short-term goals are the cornerstone of medium-and long-term goals, and medium-and long-term goals are the guiding ideology of short-term goals.
At present, many private enterprises have copied or imitated a set of management models including human resources mechanism. When learning advanced management methods, on the one hand, it emphasizes that details determine success or failure, on the other hand, it falls into neglect of details. As a result, a chain reaction that hinders the development of enterprises is produced, and effective control is lost in management.
For example, an enterprise requires new employees to participate in induction training during the recruitment process, which involves corporate culture, job responsibilities, safety production, rules and regulations, and so on. The seemingly excellent training mode can't make new employees accept the corporate culture from the heart, only carry out the training process, but ignore the results of the training. When handling, storing and protecting, porters break products in violation of regulations, which increases the cost of enterprises; Smoking is strictly prohibited in the factory, but there is still a single spark in the hidden place, which increases the fire hazard. These seemingly trivial things? If this is a bad habit of front-line employees, then the problems in top management can not be ignored. When human resources departments conduct performance appraisal, they generally don't make assessment items according to the actual situation of the department, so they can't get the measurement results. These appraisal results are directly filled in by the superior supervisor, which is neither accurate nor true, and cannot objectively reflect the problems existing in the work, so it is impossible to carry out rectification work for such problems. A story of horseshoe nails is often used as a model material for training. How many people pay attention to the saying that details determine success or failure?
Carrefour, an international supermarket giant, has a saying about manpower: everyone has the need to receive training and train others.
So, how should an enterprise formulate its target strategy?
The enterprise establishes the goals of each stage from the aspects of design and development, manufacturing, sales and service.
First of all, pay attention to customers. Information monitoring of customers and other interested parties' satisfaction and dissatisfaction is an important means to evaluate enterprises. The first place for an enterprise is not to create profits, but to create customers. Customer loyalty directly affects the formulation of enterprise's future development strategy.
According to a survey, behind every complaining customer, there are 26 dissatisfied customers who remain silent. These 26 people will express dissatisfaction with the potential power consciousness hints caused by 10 relatives and friends, and these 10 relatives and friends have a 33% chance to pass on the dissatisfaction information to the other 20 people. Modern enterprises gradually realize that "customer satisfaction" is management.
IBM's famous saying: Spend a lot of time to satisfy customers.
Motorola: Improve quality products and services at fair prices, and constantly improve customer satisfaction.
Haier people believe that the competition between modern enterprises has changed from direct market competition to customer competition.
Secondly, the role of enterprise decision-making level.
Private enterprises tend to be centralized, and the will of business owners becomes the highest instruction of enterprise development, ignoring the role of decision-making level. As mentioned above, enterprises are limited by their own cultural quality and ability, and their decisions may not necessarily adapt to the benign development of enterprises.
Decision-makers should establish the unified purpose and development direction of enterprises, and they should also create and maintain an internal environment that enables employees to fully participate in the realization of enterprise goals.
Once again, the soldiers will turn around and all the materials will be used.
To give full play to the competence of employees, decision makers should realize that employees are the foundation of enterprises, and all aspects and links of enterprises depend on employees to participate in certain decisions and improvements. It is necessary to train employees in professional ethics, quality awareness, knowledge and skills, establish an incentive mechanism, and change the measures of only punishing and not rewarding. Let employees be more and more satisfied with their work and actively improve their personal development.
Finally, follow scientific management methods. In today's world, a set of good management methods is not just learning, but how to deeply understand its internal meaning and better serve enterprises. Systematic management method is a compulsory course for enterprises, and the importance of quality is extremely obvious. It is undoubtedly suicide for enterprises to ignore quality problems. In management, it is helpful for enterprises to improve their own quality and market competitiveness, to recognize and participate in quality management as a large system, and to establish systematic management methods for various departments, which is conducive to the benign long-term development of enterprises.