Problems and ways of enterprise management innovation 1. Main problems in enterprise management innovation
(A) the outstanding problems in the enterprise management concept
China enterprises have been deeply influenced by the planned economy management system and operation mechanism for a long time, and gradually formed a management concept with China characteristics. The traditional management concept has played an irreplaceable role in the development of enterprises. However, under the situation of market economy and global economic integration, especially after China's accession to the WTO, the existing management concepts of enterprises can no longer meet the requirements and development of the new situation, and the existing problems mainly include:
1, modern management consciousness is weak, lacking the spirit of independent innovation.
At present, some enterprises' business philosophy lags behind the requirements of market economy, and their awareness of market, risk, law, capital management, innovation, brand and commodity protection is weak. Enterprise managers are still accustomed to the enterprise management methods under the condition of planned economy. Old and backward ideas are the biggest obstacle to enterprise management innovation. Many enterprise leaders have not yet formed the consciousness of modern enterprise management, have not realized the great role of modern management mode in enterprise efficiency, and enterprises lack the spirit of independent innovation.
2. Lack of clear management concept.
The goals of an enterprise are multiple, among which the pursuit of profit and social goals is its distinctive feature. However, because some enterprises do not have a clear management concept, they show an improper tendency to sacrifice long-term interests and social interests and only pay attention to immediate interests, and their management activities are confined to a narrow scope. The fuzziness of enterprise management concept leads to the blindness of its related activities. For example, in terms of financial activities, many enterprises still stay at the management level in the industrial economy era. Because the concept of financial management is unclear, the function of enterprise financial work has not been well played.
(B) Problems in the organizational structure of enterprises
At present, most large and medium-sized enterprises in China have implemented the reform of corporate system and established the organizational structure of corporate leadership. In the process of establishing and perfecting the socialist market economic system, the transformation is still incomplete and imperfect, and it is still in a transitional stage. There are still some problems in the leadership organization structure of enterprises, especially state-owned enterprises.
1, the state-owned assets management system is not perfect, and the ownership of state-owned assets is virtualized. Because the problem of separating government from enterprises has not been well solved, the property right relationship of state-owned enterprises is still unclear, the subject of property right responsibility can not be clear, and the question of who represents state-owned shares has never been reasonably solved.
2. The organizational structure of business leaders is not standardized. The main performance is that the decision-making body and the executive body are inseparable, such as the board of directors and the manager team members basically overlap or cross in a large area. In China, the leaders of many group companies and the leaders of major subsidiaries are often a team with two brands, especially when the subsidiaries are listed companies. In state-owned enterprises, the chairman and general manager are appointed by the government, directly entrusted by the owner, and objectively become the representatives of state-owned assets, so that the general manager can not implement the decisions of the board of directors, and the board of directors can interfere with the daily management of the general manager beyond its authority. The organizational structure of enterprise leaders is not standardized, which reduces the decision-making level of enterprises and makes it difficult to truly establish a modern enterprise system.
(C) the main problems in enterprise information construction
At present, China's enterprise management informatization construction is in the initial stage, and there is still a considerable gap with the requirements of realizing enterprise management modernization.
1. From the technical point of view, due to the short development time and insufficient experience of China's information industry, the system software integration ability provided by some domestic software manufacturers is slightly poor, and the product development is weak, so the general applicability to enterprises needs to be improved. In the process of developing management software, some software companies are too accommodating to the unreasonable demands of enterprises in order to seize the market, and solidify the original backward processes of enterprises in the process of program design. However, foreign management software has the problem of insufficient localization. Its software does not conform to China's system and culture, and it is difficult, rigid, flexible and expensive to implement. At the same time, after-sales service can't keep up, and the liquidity is large, which is unbearable for general enterprises.
2. From the social environment, governments at all levels and relevant departments have insufficient understanding of the importance of enterprise management informatization and the role of using information technology to improve enterprise management. Their concepts generally lag behind enterprise exploration and practice, social intermediary service institutions are not perfect, and there are few consulting institutions specializing in enterprise management diagnosis and restructuring.
In order to further develop and maintain competitiveness in the global competition, enterprises are required to have sufficient knowledge of management informatization, fully and profoundly understand the importance of informatization, and clearly understand the development trend of the information age. Instead of being superficial, we should earnestly carry out the construction of enterprise management informatization.
(D) Problems in the construction of corporate culture
The construction of corporate culture in China has experienced a certain period of development and achieved certain results, but it is still very backward in general and has not achieved due results. Corporate culture construction is a mere formality and superficial.
Enterprise culture consists of enterprise spirit, system and material. Enterprise spirit is the soul and pillar of enterprise culture and the key to the construction of enterprise culture. In the construction of corporate culture, managers are more keen on material planning and design, which can be described as complete.
Such as the construction of employee activity center, corporate logo design, new product packaging design, corporate advertising, etc., without the refinement of enterprise spirit and the creation of * * * common values and business philosophy. In the education and training of employees in enterprises, only the training of technology and management skills is emphasized, while the training of business philosophy and values is neglected. Such an approach can only make corporate culture a shallow culture, which has not been truly recognized and accepted by the broad masses of employees and cannot be transformed into a cultural force for enterprise development.
Second, ways to achieve enterprise management innovation
The realization of enterprise management innovation needs a suitable starting point, and management innovation can only achieve the best results if it is reformed and broken through in key areas. Western developed countries studied the innovation of enterprise management earlier and made some achievements in exploring ways to realize enterprise management innovation.
(A) Attach importance to strategic management
Establishing strategic thinking is the soul and core of enterprise management innovation, and strategic management is related to the development direction of enterprises. Facing the profound and great changes in the external environment brought by the acceleration of world economic integration, the rapid development of information technology and the rise of knowledge economy, enterprises must work hard on strategic innovation if they want to be invincible in the fierce market competition. On the one hand, the formulation and implementation of enterprise strategy should focus on global competition. In the future, the competitive situation of enterprises will be internationalization of domestic competition and nationalization of international competition, so the development strategy of enterprises must be global.
On the other hand, the formulation and implementation of enterprise strategy should be based on capturing external environmental opportunities and forming the core competitiveness of enterprises. The competition of enterprises is mainly around cultivating and forming core competitiveness. Cultivating and forming core competitiveness must adapt to the external environmental factors of enterprises, such as changes in customer value, competitors and substitutes. Faced with the changed customer value, we should re-select the business environment and business areas that match the core competitiveness, constantly establish new core competitiveness, and predict, track and meet the changing customer needs.
(B) adjust the organizational structure
Organizational structure is the guarantee to realize enterprise management strategy. Due to the rapid development of science and technology and the rapid change of market, the operation rhythm of enterprises has been greatly accelerated, which requires enterprises to maintain a high degree of flexibility, and the wide application of the Internet and intranet makes it difficult for traditional organizational structures to meet the requirements of the times.
Therefore, we must adjust and innovate the organizational structure. The goal of adjusting organizational structure: first, flattening, that is, by breaking the traditional top-down vertical multi-layer structure, reducing management levels, compressing functional institutions, increasing management scope, establishing strict horizontal organizations, speeding up information transmission and feedback, and improving management efficiency; The second is flexibility, that is, through the establishment of temporary organizations to get rid of the shackles of the original organizational forms, to achieve the unity of flexibility and diversity, thus enhancing the ability of enterprises to adapt to changes in internal and external environment; The third is virtualization, that is, through communication network technology, the knowledge, information and talents needed to achieve enterprise goals are linked together to form a dynamic internal resource utilization complex, break through the tangible boundaries in the organization, and use certain' external resources' to achieve enterprise goals; The fourth is to establish a learning organization.
Modern organizational innovation is mainly to create new organizations with the same vision and changes according to the cognition of each member. One of the main methods is to create an organization with self-analysis and self-learning mechanism, so that it can develop according to the goals and intentions of the founders and members, and at the same time learn to surpass the original goals.
(C) to strengthen knowledge management
In industrial society, the core resource is capital. In the era of knowledge economy, the value and function of knowledge will surpass capital and become the core resource, and knowledge will become the key factor of social and economic development. Facing the challenge of knowledge economy, enterprise management innovation must attach importance to the development and utilization of resources, so knowledge management must be strengthened. To strengthen knowledge management, we must first manage knowledge with technical knowledge as a commodity, that is, gain profits through the application of knowledge in production and circulation, and realize the appreciation of knowledge value through the transaction of intellectual property rights in the market.
Secondly, we should make good use of the global information network, constantly acquire new knowledge and information from all over the world, accumulate knowledge and optimize the combination and innovation of knowledge, so as to effectively utilize the achievements of human civilization and promote the development of enterprises. Third, we should attach great importance to the improvement of employees' knowledge and quality and the exploration of their potential abilities. Because people are the carrier of knowledge, the essence of knowledge management lies in developing talents. Finally, a knowledge supervisor should be set up, whose main responsibility is to guide employees to share knowledge and encourage employees to combine information with their own knowledge and ability to create new knowledge.
(D) the establishment of a people-oriented culture
One of the latest trends in management today is people-oriented, that is, starting from meeting people's needs for survival, mutual concern and growth, mobilizing the enthusiasm and creativity of individual work. This is the highest level of management.
In the era of knowledge economy, human capital will gradually replace financial capital and become a strategic resource. The competition of knowledge economy will eventually be the competition of talents. Therefore, we should establish a people-oriented corporate culture. To establish humanistic culture, we should first pay attention to emotional management, that is, understanding, respecting and caring for people, and give full play to people's initiative and enthusiasm by shaping good interpersonal relationships.
Secondly, pay attention to the development and utilization of human resources, that is, pay attention to cultivating people and improving employees' knowledge and skills; Attach importance to inspiring people, and use the ways and means of combining material and spiritual means to stimulate people's enthusiasm and creativity; Pay attention to employing people, provide employees with opportunities for development and a stage for innovation, so that their talents can be fully displayed.
In practical work, enterprises can realize enterprise development and employee development by making employee career development plans, implementing flexible working system, self-management, participating in management, and enriching and diversifying work content? Win-win? Mode.