Inspirational Articles on Enterprise Development Management Part I: My Top Ten Management Experiences
Shi Yuzhu:? When you say it, you only recognize the credit. Don't talk if you can't do it. If you say it, you must do it. Efforts will not make any contribution to an enterprise, nor will they bring any profits, so enterprises should only recognize credit, not efforts, and pay attention to results. ?
1, focusing on details.
Despise the enemy strategically and attach importance to the enemy tactically. Tactics are actually about details.
Why do top leaders have to pay attention to details?
First, the details are too important, especially the details of key links. Paying attention to details can effectively reduce the risks undertaken by the project. Second, play an exemplary role. If the top leader is not careful, the people below will be like you, and then the project will be finished. Top leaders should pay attention to details and let them be put into action.
Looking back on my 20-year career in the sea, I have gone uphill and downhill. It is in these three periods of 20 years that I pay attention to details and do it myself.
The first time was 1989, and no one had money. I wrote the code of the company product 100%, all the advertisements, every punctuation, every word and every design.
By 1992, the company has more than a dozen R&D personnel, and 60% of the code of the company's products is written by myself. In order to improve efficiency, all things that are efficient and important are counted and written by compiling. At this stage, our company has grown from zero to several hundred people.
1997, our company went bankrupt, and I put down my airs again. I write all the advertising copy and management manual myself. All branches report directly to me. Without my melatonin product testing, all employees can't go to work. Including running the market, more than 70 cities, running the terminal, not tens of thousands, but definitely not less than 5000, then at least 3 years is to grasp the details.
The third time was when I took over the giant network. It is because I don't understand online games that I grasp the details. I stay in the game for more than ten hours every day, just observing the details. Although I can't solve it, I can observe it.
Looking back on the history of more than 20 years, only these three periods have increased, and other periods are either stable or slightly improved.
2. Responsibility, power and obligation.
I think the responsibilities, powers and obligations of cadres must be matched and indispensable.
In the past, we had this situation. People with power have no responsibility, and those with responsibility have no power and no interests. The manager of our branch office had a lot of power at first, but later he felt that there was a problem and his power was limited. For example, if you invite someone to dinner tonight, you should send a fax to the headquarters for approval. To some extent, the relationship with the company is not smooth, and there are still problems in management.
In some places, management should be rough, mainly supporting responsibilities and rights, and some fine places should be left alone. In the past, management was comprehensive and there was no focus. If you look at our management system, you will feel very good. The management system is as thick as a foot, covering all aspects, including financial management, marketing management and quality management. There are more than a dozen volumes, and each volume is divided into volumes, including how to make statistical reports, which are very detailed, but when there are problems in management, you should grasp the main aspects of contradictions.
3, cash spot, to prevent bad debts.
At the peak of the giant, there were 300 million bad debts, of which 200 million were due to poor management and 654.38+0 billion were due to accidents.
Why is it rotten? Because our payment is on credit, we will pay at the lowest point. Even if I make it small, all my products will be paid in cash. If you don't do it, you won't do it, but I'll pay in cash. It was difficult at first, and everyone said it was impossible, but we gritted our teeth and finally did it, so the companies we do business with now are all cash.
Of course, we don't owe anyone money. We also pay you cash for all suppliers' money, and we also pay you cash for advertising fees, that is, we also pay you money, but we don't owe others, and others don't owe me.
In fact, once you enter a virtuous circle, everyone knows that this is your behavior and you want to do business with me. That's it. Just admit it slowly and it's done. So melatonin accumulated billions of sales, but there was no bad debt of a penny.
4, rewards and punishments are clear, and the top ten are also rated as poor.
I think my company has one advantage: everything is open. For example, our company evaluates advanced every year. As long as the evaluation is advanced, I will definitely evaluate the backwardness.
We evaluate it every year? Top ten? Branch, city level? Top ten? Branches. As long as there is? Top ten? There must be? Ten differences? . ? Top ten? Go up and get the red flag, give a speech, be proud, and give out bonuses. That? Ten differences? , he also went up, got a yellow flag, made a speech to receive the yellow flag, and then paid a fine on the spot. 10 yuan. As long as it is this kind of culture, everyone is used to it.
For example, we still have a problem in sales, called? Grab the goods? . Do I have to judge the top ten snatchers every year? Expert? He sells goods elsewhere. I will give him a yellow flag. Is he robbing goods? Expert? . This? Expert? Quoted. This? Expert? I washed too many goods, so I punished him financially.
You rushed the goods of 6,543,800+to the next city, and I will give you the sales of 6,543,800+,and the headquarters will fine you 6,543,800+. That's how people come out after punishment. Later, I used this method: evaluate the top ten products every year? Expert? Then make a yellow flag and stipulate that it must be hung on the wall behind the manager's desk. We also need to check regularly whether it has been removed, and if it has been removed, we will fine him. In this way, symmetry between good and bad is actually quite good.
5. Quantify the incentives of cadres.
There should be requirements for the leadership of the enterprise, such as culture, and the requirements for corporate culture should be higher. The further down, the more important the interest mechanism is.
For example, the more our company reaches the promotion terminal, more than 10000 people are promoting the terminal in shopping malls all over the country during the peak sales season. You can't expect too much from these people. Is to ask them to sell 1 yuan 2 yuan's box of ingredients, but there are requirements for his leaders and their leaders in corporate culture. However, no matter how high the leadership is, it is necessary to link personal contribution with the interest mechanism.
What we are taking now is that the fixed salary is very low, that is, the average level of the same industry is even lower, but it fluctuates greatly.
Every time I give you a little more money, I am happy from the perspective of the headquarters and the company. Why am I willing to give you more money? Because you made a contribution. In fact, I am quantitative.
6. Full authorization
Full authorization. Well, this cadre and employee both work in your company. He thinks there's still a stage. He doesn't have to report everything to the top. He has the right to make some decisions and make some decisions within his scope. If he succeeds, he will have a sense of accomplishment. If he fails, he will learn a lesson, which will also help him to exercise himself.
My authorization will be more thorough than the average boss. Is that subordinates are persistent. If I don't say 100% sure, I generally won't veto him. I just don't think I'm sure 100% will fail, and I can't fail completely in the end, but it's not a success, nor is it very successful, so I don't think it's worthwhile to spend so much energy.
I still think that it is enough to select people, then empower them and give them some scientific supervision.
Step 7 work hard
We do not rule out making employees rich. Being rich is your family's business. We don't care what you buy at home, but once you enter the company, you must work hard and struggle. If life-giving things are brought into the company, the company will also be affected.
Once people are extravagant, they float away. If he doesn't work hard, his fighting capacity will be insufficient. During the war of liberation, the Kuomintang's national defense headquarters had beautiful buildings, but the * * * production party had a house on the top of the mountain. No matter how efficient an enterprise is, it should also emphasize its efforts. If this article is not emphasized, the fighting capacity of this enterprise will be weakened.
8. Be strict with yourself and be lenient with others
China people have this phenomenon, they often see their contribution clearly. How did they get through it? He thinks it is very common for others to do one thing simply. This objective phenomenon ignores the advantages of others, misreads the mistakes of others and forgives their own mistakes. In this case, how to build a corporate culture? Only when we are strict with ourselves, lenient with others, strict with ourselves and lenient with others, will it be beneficial to the development of the company.
9. Dare to take responsibility
Speaking of taking responsibility, you push me and I push you. As long as one thing is not done well, it will take a long time to find someone to take this responsibility, and no one can be found. Everyone can talk. It doesn't matter if you don't take responsibility and make mistakes next time. If a country is going to die.
10, as promised, only take credit.
Don't talk if you can't do it. If you say it, you must do it. A company from top to bottom, from top to bottom. Once this atmosphere is established, it is also very healthy.
Efforts will not make any contribution to an enterprise, nor will they bring any profits, so enterprises should only recognize credit, not efforts, and pay attention to results.
The second inspirational article on enterprise development and management: on enterprise management experience from Water Margin
Shi Naian's Water Margin was written by letting heroes take turns to tell their heroic stories. It has been written 70 times before 108 heroes are gathered. The first thing these heroes do when they get here is to arrange seats. Liangshan's organizational structure is very distinctive, and its functions and power status are separated. Ranking is actually a power level, not a functional structure. At the top of the list are: Shandong Timely Rain Sung River, Hebei Lu Junyi, Zhiduoxing strategist Wu Yong, Ru Yunlong Gongsun Sheng, broadsword Guan Sheng and Leopard Head Lin Chong, and so on. This arrangement blends into the flavor of family culture. For example, what is the name of the most powerful Song Jiang? Song Gongming brothers? Everything is up to him.
Ranking events conform to the power theory we mentioned earlier. Power distribution is not only an important task of the organization, but also the foundation of the organizational structure.
The organizational structure of Liangshan is characterized by: the position is determined by the seat, and the function is determined by the personal specialty.
Liangshan function is divided into two parts: temporary function and fixed function. All leaders who can fight can be divided into three categories: Ma Jun, Bu Jun and Shui Jun. For example, Ma Jun's five generals, Lin Chong, Qin Ming, Hu, Guan Sheng and Dong Ping, are all double guns; Infantry units include Black Cyclone Li Kui jy, Walker Song Wu, Flower Monk Lu Zhi, etc. The commander of the water army is Ruan Jinyong Sanxiong and others. Usually, it is responsible for training and managing the army. In wartime, it forms a temporary task force and assigns tasks point by point. Some routine fixed tasks are performed by people with special skills.
For example, the staff used Zhi Duo Xing Wu, a strategist Zhu Wu, and the secretary chose Xiao Rang, a graduate student. His handwriting is particularly good, and it is said that he can imitate the calligraphy of various schools in the Northern Song Dynasty. Jiang Jing, the financial operator, was selected. This man is good at abacus. Pei Xuan, a tough guy, was chosen to take part in the experiment. Zhang Qing is responsible for planting the vegetable garden. Zhu Fu, a smiling tiger, and Zhu Gui, a dry land male, are responsible for transportation, while Dai Yu, a psychic, Yu Baosi, a particularly tall and dangerous Taoist, and Cao Zheng, a ghost with a knife, are responsible for slaughtering cattle and sheep.
Therefore, the fixed function of Liangshan is based on the specialty of the characters. The whole Liangshan is a perfect large-scale composed of power and functions (including fixed functions and temporary task forces). Enterprise? .
If Liangshan is regarded as a big company, we can see several things in the process of starting a business through its growth:
(1) long skills, if you want to play a role in Liangshan, you must have certain skills. Without expertise, there is no position;
(2) Make friends, make friends in the process of long-term skills, and build a trust foundation for future cooperation. Everyone in Liangshan Company has a series of friends;
(3) after raising the banner and ranking everyone together, we should set up a program and build a purpose to enhance the appeal;
(4) Pull the team, including defining functions, distributing power, and constantly expanding the expansion power of the team. In the special language of Liangshan, it is called? Join in? ;
(5) After entering the world and having a team, the organization must obtain resources from outside and create achievements in order to maintain stability and development. For example, Liangshan attacked Zhujiazhuang, Zengtou, Daming, Tokyo, Liaoning and Fang La, which realized the value of the organization and maintained its stable development.
(6) Seeking advice, Liangshan has certain problems in this matter. Liangshan only opposes corrupt officials and not the emperor. Once wooed, everything was handed over to the imperial court and was at the mercy of others, which eventually led to a tragic ending. It is unsuccessful in seeking strategy. The above six things are in a certain order. For example, the order of long skills and making friends cannot be reversed. Making friends with long skills can enhance feelings, ensure the level and quality of friends, and lay the foundation for the cause; You must have friends to raise the flag. If you set up a banner first but have no friends, then your stamina is insufficient.
From the management point of view, Liangshan's senior management team is also very distinctive. In this team with Song Jiang as the core, the grumpy Li Kui jy is particularly loyal to Song Jiang. He said several times that Tokyo killed the emperor and made Sung River sit in the world. Once anyone wants to oppose Song Jiang, he will stare.
So this is a character who has the courage to dare to rush; The other is Wu Yong, the strategist who shakes the fan. He always plays the role of consultation and advice behind the scenes. He analyzed things thoroughly and arranged them well. There is also Song Jiang himself, who is soft-hearted and compassionate, speaks kindly and cares about the lives of his brothers, and has a good reputation. There are also some people who dare to take responsibility and do so at critical moments, such as Lin Chong and Song Wu. Therefore, the role of Liangshan leadership is very neat. Great things have come. Some people rely on their personal charm to call on the following, some people have ideas, and some people are brave enough to take the lead. Once the subordinates have problems, they will also play the bad COP.
Inspirational articles on enterprise development management Part III: 12 Common problems of poor company management
1, the meeting efficiency is not high.
Meeting is a collective activity for enterprises to solve problems and issue instructions, but it is also a high-cost business activity. Every minute refers to the number of minutes of the total number of participants. Many managers of enterprises have not mastered the skills of meeting, and they all exist? There is no preparation before the meeting, no theme in the meeting, no implementation after the meeting, no need to attend the meeting, no control over time, no room for speech? Six no phenomenon.
2. Purchasing wastes time.
There was once an enterprise, when doing a new project, the daily operating cost of the project team was 80 thousand yuan. However, on the eve of the product launch, the purchasing department spent a week purchasing 654.38+million yuan of packaging, on the grounds that it was necessary to find low-priced suppliers to save procurement costs. Therefore, the entire marketing team has to wait one more week before signing a contract with the customer.
This phenomenon actually exists in many enterprises. Pursue blindly to reduce the direct cost of procurement and ignore coexistence? Invisible cost? . Of course, reducing the direct cost of procurement does not conflict with this article. Here, what we want to say is that the purchasing department of an enterprise should comprehensively weigh various indicators from the perspective of overall operation, so as to truly control the purchasing cost.
3. Poor communication channels
In most enterprises, you will find that in the process of communication between colleagues, there will be serious distortion, or words fail to convey meaning, or answer irrelevant questions, or hundreds of people have different answers? This phenomenon, to put it mildly, is to make many processes fail or lose many important opportunities. To put it bluntly, it may bring hidden dangers to enterprises.
4. Overtime addiction
Many bosses always think that employees are off duty? Forget about eating and sleeping? what's up Overtime? This is a professional phenomenon. As everyone knows, this may imply a high cost. There are three reasons:
First, the reason for working overtime is not necessarily because the task is too heavy, but because the employees are inefficient. Overtime means inefficiency.
Second, overtime consumes more employees' energy and physical strength, which seriously overdraws employees' health. In the long run, some important employees will not be able to play their role for a long time, and there are hidden dangers that bring burdens to the company. For example, some mechanical operators are tired of working overtime for a long time, which leads to accidents, and enterprises have to pay a heavy price for it.
Third, overtime employees are not necessarily? Doing business? Some employees work overtime after work, use company resources to engage in personal affairs, and receive overtime pay from the company. The important loss and data loss of many enterprises occur during off-duty hours, and overtime has become an enterprise? Hide evil and accept evil? Dead end.
5. Brain drain
Many enterprises lack human resource management. They think that talent is infinite. Iron camp? , employees naturally become like that? Water soldier? Yes
It can't be said that an employee's resignation is a cost to the company, because the company has to bear the training fee of this employee, the upfront cost of recruiting new employees for this position, and the risk of whether new employees are suitable for this position. However, old employees may lose important internal data or information because of their professionalism, and they are likely to enter competitors' enterprises after leaving.
Therefore, the loss of employees, especially old employees, will undoubtedly bring enterprises expenses several times higher than their income. Many small businesses have been operating for many years, and you find that they have always been such a small team. Except for the boss, no employee stayed from the beginning of the enterprise.
6. Post dislocation
There is a famous saying in human resource management? Put the right person in the right place? . Unfortunately, there are really not many enterprises that can really do this.
I used to recruit in a talent market, and I heard a conversation between its employees, saying that every job fair required all their staff to move desks and chairs, because the rented gymnasium was used as a recruitment venue. From professional managers to ordinary employees, they have become? Porter. I can't help but sigh that this enterprise is engaged in talent recruitment and management. How can it pay such a high salary to hire unprofessional porters?
In fact, this reflects a very clear big brother psychology. They think they need these employees after recruitment. As long as some of them do it, they don't have to spend more money to do it. But we found that they paid a high price for it.
The employees of this enterprise have been complaining because quite a few of them are female employees and have no strength to move desks and chairs, and those senior officials have never experienced such a thing? Polite? Some people have left their jobs. We will not recruit at this job fair from now on, because I don't believe such a team can provide me with good service.
7. This process is very troublesome
Too much confusion in enterprises is due to processes, which is a common problem in enterprise management. Any slow-developing enterprise must have chaotic or unreasonable processes. They have paid a high cost for this, but they have always turned a blind eye.
Process is the industrial chain of enterprise operation. Just like an assembly line, if there is no scientific and reasonable process, the system control of all work will be lost, a lot of work will fall by the wayside, and there is still a lot of work to be reworked. This will be a mess that will package the company's progress.
8. Stagnant resources are not used.
Stagnant resources can be said to be the most extensive in enterprises? Invisible cost? For example, equipment is idle, inventory is overstocked, jobs with low utilization rate, funds are idle, and business is put on hold. Although they may not continue to consume the investment of enterprises, they are part of the assets of enterprises, and enterprises will bear invisible costs such as interest. Therefore, in an enterprise, the number of stagnant resources reflects the level of enterprise resource utilization.
9, corporate culture fooling around
Some people say that corporate culture, like the soul of an enterprise, will be reflected in the mental outlook of each member. This culture began to be established in the early days of the establishment of the enterprise. He was influenced by the culture, habits, skills, occupation and likes and dislikes of the founder of the enterprise. So some people say that corporate culture is boss culture. However, many people may not agree that corporate culture will become a cost, but this is the case. We will find that employees in some enterprises are depressed and extremely inefficient. No matter how excellent employees enter, they will either leave soon or become like that. We have to say, what is this? Environment? Questions and this? Environment? It is the corporate culture of this enterprise.
Corporate culture, like the life of an enterprise, will accompany the whole life of the enterprise, which can only be adjusted and cannot be recreated.
10, credit overdraft
This is a cost involving long-term returns, and honest management is just like honesty. We find that many enterprises are used to defaulting on suppliers' payment, employees' wages, deducting others and defaulting on bank loans. And think that this can alleviate the pressure of enterprise liquidity.
However, in the long run, this will become a serious hidden cost of enterprise operation. First of all, suppliers will definitely take the time cost into account in their quotations. It is impossible for such enterprises to purchase raw materials or services with the lowest price. Secondly, defaulting on employees' wages violates labor laws and regulations and is in danger of being punished. However, defaulting on bank loans and deducting others will greatly reduce your credit, and enterprises will be besieged when they encounter difficulties one day. Undoubtedly, enterprises have to pay a heavy price for this, but in fact they have not benefited from it.
1 1. Risk control is not accurate.
Pushing enterprises into the fast lane is the dream of every entrepreneur. However, the risk factor has also increased simultaneously. Large and medium-sized enterprises, in particular, have developed rapidly and earned a lot of money, but once a crisis occurs, the consequences are unimaginable. Many cases have proved that many risks of enterprises are caused by insufficient expectations or poor management, and hidden dangers have been buried long before the risks occur. And many large enterprises or well-known enterprises died because of a risk.
It can be seen that risk is an important hidden cost. And this phenomenon is not obvious, right? If you don't sing, it will be a blockbuster. .
12, self-cultivation of entrepreneurs
? Entrepreneur cost? Refers to the cost that the boss himself brings to the enterprise. There is a good saying that soldiers can build nests. Entrepreneurs, like the leaders of an army, are the employees who pay the highest cost in the enterprise. Many private business owners have turned themselves into enterprises? The emperor? Everything is up to you, and all employees have become execution machines. However, the defects of entrepreneurs' personal factors will increase the heavy cost burden for enterprises.
This phenomenon is mainly reflected in small enterprises, but large enterprises also exist. We can also extend this cost to every department and even every employee of the enterprise. Because everyone is responsible for their own work, we often emphasize that within your scope, you are the leader and you have the right to make decisions. Many leaders have always been self-centered, which will greatly reduce the combat capability of the team and increase the high invisible cost. I remember saying something to a boss who complained about the lack of talents in your company: What your company lacks is not talents, but the wisdom of finding and using talents well? .