Enterprise management sub-item
Enterprise management mainly refers to the scientific management of people, machines, raw materials, methods, assets, information, brands and sales channels. In an enterprise, various strategies and methods are used to achieve organizational goals, which correspondingly leads to various management branches: human resource management, administrative management, financial management, research and development management, production management, procurement management, marketing management and so on. These branches can be collectively referred to as enterprise resource management. Usually companies will set up functional departments according to these specialized business branches.
In enterprise system management, it can be divided into enterprise strategy, business model, business process, enterprise structure, enterprise system, enterprise culture and other system management. On the basis of learning from the experience of Japanese enterprises, American management finally developed the seven elements of enterprise organization by McKinsey Consulting Company, which is commonly called McKinsey 7S model. Among the seven elements, strategy, system and architecture are regarded as "hardware", and styles, people, skills and * * * share the same values. He Yidao divides the enterprise system into ten soft systems: strategy, mode, process, standard, values, culture, structure and system, and five hard systems: human, financial, material, technology and information.
Contents of enterprise sub-item management
① Plan management
By means of forecasting, planning, budgeting and decision-making, the economic activities of enterprises are effectively organized around the requirements of the overall goal. Plan management embodies management by objectives.
② Production management
That is, by means of production organization, production planning and production control, the establishment and operation of production system are managed.
③ Material management
Organize the procurement, supply, storage, economical use and comprehensive utilization of various means of production required by enterprises in a planned way.
④ Quality management
Supervise, inspect and test the production performance of enterprises.
⑤ Cost management
Around the occurrence of various expenses of enterprises and the formation of product costs, cost prediction, cost planning, cost control, cost accounting, cost analysis and cost assessment are carried out.
⑥ Financial management
Manage the formation, distribution and use of financial activities of enterprises, including fixed funds, circulating funds, special funds and profits.
⑦ Labor and personnel management
Overall planning, unified organization, systematic control and flexible adjustment of labor and personnel in all aspects of enterprise economic activities.
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Six modes of enterprise management
The target mode of enterprise management in the future is based on the institutionalized management mode, absorbing and utilizing some beneficial factors of other management modes appropriately. Why do you say that? Because institutionalized management is "cruel", it is really beneficial to introduce a little affection, friendship and warmth. Even sometimes, we can properly handle the contradictions and interests in management and "dilute" the rules because institutionalization is too rigid.
Family management mode
This management model makes use of a very important function in the family blood relationship, that is, the cohesion function, that is, trying to realize the management of enterprises through the cohesion function of the family blood relationship. Historically, although an enterprise did play a very good role in the start-up period, this family-friendly enterprise management model did play a very good role. But when the enterprise develops to a certain extent, especially when the enterprise develops into a large enterprise, this family-style enterprise management model will soon have problems. Because the cohesive function of family blood relationship used in this management mode will be transformed into internal friction function, this management mode should be replaced by other management modes. China's family-friendly enterprise management model has almost 99% positive impact on enterprises in the start-up period, but when enterprises cross the start-up period, the negative impact on enterprises is almost 99%. This management mode exists only because the credit system and legal system in China are still very imperfect, which makes people afraid to give their assets to people who are not related to them, so they have to adopt this family management mode.
Friendship management mode
This management mode also has positive significance in the initial stage of enterprises. This model is very cohesive when there is little money, that is, when buddies can and are willing to do whatever they can for their friends. However, when the enterprise develops to a certain scale, especially after the profit of the enterprise increases to a certain extent, the friendship between friends will fade, so if the enterprise does not adjust this management mode as soon as possible with the development, it will inevitably lead to the rapid decline or even bankruptcy of the enterprise. There is a private enterprise in China called Wantong, which started as a friendship enterprise founded by five like-minded people. At that time, everyone can live on their laurels, and entrepreneurs can completely ignore money. However, when Vantone got the first big profit, five people began to have friction. At that time, Feng Lun, the relatively large shareholder of Vantone, wanted to continue to adhere to this management model and let the enterprise develop. He organized the founders of the enterprise to read the water margin, so that everyone could learn the lessons of dissolution and division, but the problem was not solved in the end, and several people had to dissolve the enterprise and give up this friendly management model. Later, Wantong hatched several enterprises because entrepreneurs started their own businesses.
Warm management mode
This management mode emphasizes that management should be the internal function of mobilizing human nature. Only in this way can enterprises develop rapidly. It is right to emphasize the human touch in enterprises, but it cannot be regarded as the most important principle of enterprise management system. The principle of good human nature and the principle of enterprise management are different categories. Therefore, overemphasizing people's kindness is not only not conducive to the development of enterprises, but also enterprises will often get out of control and even go bankrupt. Some people always like to talk about warmth and conscience in business management. They think that if a person is considerate to the managed, the managed will get a good reward, that is, work hard, so that the enterprise will develop better. It can be seen that the bidding management mode actually wants to use the principle of conscience in friendship to deal with the management relationship in enterprises. In the relationship between economic interests, the so-called conscience is difficult to explain clearly. According to the theory of economics, conscience is actually an ethical and standardized way to repay economic interests in the form of human kindness. Therefore, if we talk about conscience and humanity in general, and don't touch the interest relationship and mutual benefit, it is actually very difficult for the managed to do well, and ultimately the enterprise is not good. Management is not only warmth, but also the definition of interest relationship. Some people are naturally warm-hearted, and the definition of interest relations is often soft-hearted. However, the definition of interest relationship in enterprise management is ruthless, and it is impossible to define interest relationship with "hands are not hot" and "hearts are not cruel" at some time. Only those who are "firm" in the face of various interest relations, especially those who can "pull their faces down" in defining interest relations, can become professional managers. For example, if someone cries when he is laid off, and a manager is unprincipled to be soft-hearted and sympathetic to the laid-off and let him go to work, then this person may not be a professional manager at all.
Random management mode
There are two forms in reality: one is authoritarian management in private enterprises. The reason why authoritarian management is regarded as randomized management is because some entrepreneurs in private enterprises are dictatorial. He has the final say, he can change any rules and regulations at any time, and his words are principles and rules, so this kind of management belongs to random management. The other form is administrative intervention in state-owned enterprises, that is, government agencies can intervene in the business activities of a state-owned enterprise at will, which eventually leads to very random management of enterprises. It can be seen that this management mode is either characterized by private enterprise dictatorship or excessive administrative intervention by the government in state-owned enterprises. The closure of many private enterprises now is the inevitable result of the implementation of this randomized management model. Because the entrepreneur's words are wrong, others can't correct them. Even if the decision of the entrepreneur is wrong, no one else can change it. In the end, enterprises can only die.
Institutionalized management mode
The so-called institutionalized management mode refers to promoting enterprise management according to certain established rules. Of course, this kind of rule must be a contract rule recognized by everyone, and at the same time, this kind of rule is also symmetrical with responsibilities and rights. Therefore, the target mode of enterprise management in the future is based on the institutionalized management mode, and some beneficial factors of other management modes are appropriately absorbed and utilized. Why do you say that? Because institutionalized management is "cruel", it is really beneficial to introduce a little affection, friendship and warmth. Even sometimes, we can properly handle the contradictions and interests in management and "dilute" the rules because institutionalization is too rigid. It is not easy to "soften" it inappropriately. After all, the main object of management is people, not ordinary things. People have all kinds of thinking and initiative, and it is not good to talk about institutionalized management completely. Appropriately absorb the advantages of other management modes and synthesize a mixed enterprise management mode. It may be better to do so. I'm afraid this is the * * * cognitive conclusion drawn by China in the choice of enterprise management mode in recent ten years. In the initial stage of an enterprise, the transaction is relatively simple, and the management level and scope are not very wide, so direct management can be adopted. For example, it is very effective for some family businesses to adopt direct management in the case of small scale and field. However, when enterprises grow, management methods need innovation and optimization. Generally speaking, we can divide the "management" methods of enterprises into these categories, which can play a more effective role in different stages of enterprise development if they are used reasonably and scientifically, individually or in combination.
System management mode
Through the establishment of seven systems, such as strategic vision management, division of responsibilities, salary design, performance management, recruitment, employee training and employee career planning, the systematic, standardized and integrated management of the enterprise is completed. This advantage is conducive to the rapid expansion of enterprises, because when you use this system to create a management standard template, its branches or agents can simply copy it, reducing the difficulty of expansion. This is the maximum availability of enterprise organization system.
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Enterprise management culture
Enterprise management culture, or organizational culture, is a unique cultural image of an organization, which consists of its values, beliefs, rituals, symbols and ways of doing things.
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 of mission, vision, purpose, spirit, values and business ideas with organizational characteristics, and it is the embodiment of these ideas in the practice of production and operation, management system, employee behavior and corporate external image. It is different from culture, education, scientific research, military and other organizations in cultural nature.
Enterprise management culture is the soul of an enterprise and an inexhaustible motive force to promote its development. It contains very rich contents, and its core is the spirit and values of the enterprise. 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 commodity production and management.
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Enterprise management performance
Usually, the practice process of enterprise management performance mainly includes the following aspects:
1) get the support of senior management.
Performance management is an important reform measure of enterprise management, and human resources department alone is not enough to promote the implementation of performance management in the whole enterprise. Therefore, it is particularly important to gain the recognition and support of top managers.
2) Make a perfect implementation plan.
After obtaining the approval and support of senior managers, the human resources department carefully formulates the implementation plan of enterprise performance management, including performance management policies and guidelines, implementation process, role assignment, management responsibilities, etc.
3) Extensive publicity
The implementation of any new management means can not be separated from extensive publicity and implementation. The theory, method, significance and function of performance management can be publicized through internal magazines, bulletin boards, local area networks and other media to create momentum. Cultivate managers and employees' perceptual knowledge of performance management and establish the performance view of enterprises. This will lay a solid mass foundation for the practice of performance management in the future, and the resistance to implementation will be smaller.
4) Training line managers
Good management methods should be organized and implemented by high-quality managers, so it is very important to train managers. Managers need to master the concept of performance management, change the old management concept, master the process, methods and skills of performance management, so that every manager likes performance management, masters performance management, uses performance management, and is willing to manage his own department and subordinates by means of performance management.
5) Do job analysis
On the basis of the above work, we began to implement the performance management of enterprises. Before that, an essential job is job analysis and job description. In many enterprises, this position is a blank, and there is only a general job description at most.
6) Introduce enterprise performance policy.
The implementation of performance management must have policy guarantee, so it is very necessary to introduce necessary policies and measures on the basis of the above work.
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Five steps of drawer management in enterprises;
The first step is to establish a work analysis team composed of various departments of the enterprise.
The second step is to correctly handle the relationship between centralization and decentralization within enterprises.
The third step, around the overall goal of the enterprise, layer by layer decomposition, step by step to implement the scope of responsibilities and authority.
The fourth step is to write "job description" and "job specification" and work out the requirements for each job.
The fifth step must take into account the combination of assessment system and reward and punishment system.
"Crisis" management
With the increasingly fierce global economic competition, a considerable number of world-famous large enterprises have entered the stage of maintenance and decline. In order to change this situation, American enterprises pay more attention to the implementation of "crisis" production management and set off a wave of "doomsday management".
American business circles believe that if an operator can't communicate well with employees and show them that the crisis does exist, then he will soon lose his credibility, thus losing efficiency and effectiveness.
"One minute" management
The specific content is: one minute goal, one minute praise and one minute punishment. The so-called one-minute goal is that everyone in the enterprise clearly records their main goals and responsibilities on a piece of paper. Each goal and its inspection standard should be clearly expressed in 250 words, which can be read in one minute. One minute of praise is human resource encouragement. Specifically, managers of enterprises often spend a short time picking out the correct parts of what employees do to praise them. One-minute punishment means that something should be done well, but it is not done well. First criticize the person concerned in time, point out his mistakes, and then remind him "how much you value him, what you are dissatisfied with is his work here and now."
"format breakthrough" management
In the early 1990s, developed enterprises in Japan and South Korea began to reform the personnel system, and vigorously promoted the new personnel system of "breaking the format" to determine the promotion and demotion of employees according to their work ability and performance, and achieved remarkable results. The reform of personnel system in the world's big enterprises embodies the full exploitation of human potential, invigorating the personnel system and the organizational structure of enterprises, focusing on cultivating and forming the "strongman" mechanism within enterprises, and forming a new atmosphere of competition, hard work, enterprising and pioneering.
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Enterprise management framework
First, the four elements of organizational structure
There is no fixed model for the design of enterprise organizational structure, which changes according to the characteristics of enterprise production technology and internal and external conditions. However, the ideas and rules of organizational structure reform can still be used for reference.
Organizational structure change should solve the following four structures:
Functional structure, the successful operation of an enterprise needs multiple functions to play a role together, so when designing the organizational structure, we must first determine which functions are needed for enterprise management, and then determine the proportion and relationship between each function.
Hierarchical structure, that is, the composition of each management level, that is, the organization needs to set several management levels vertically.
Department structure, that is, the composition of each management department, that is, how many departments the organization needs to set horizontally.
Authority structure, that is, the division of powers and responsibilities at all levels and departments and their relations.
Second, the influencing factors of organizational structure change
(A) the enterprise environment
In order to survive and develop, enterprises must constantly adapt to the changes in the environment and meet the various requirements of the environment for organizations. Therefore, the environment is the key factor to decide what kind of organizational structure managers adopt.
The external environment refers to the industry characteristics, market characteristics, economic situation, government relations, natural environment and so on. Environmental factors can affect the design of organizational structure from two aspects, namely, environmental complexity and environmental stability. The external environment will affect the functional structure, hierarchical structure, departmental structure and power structure of the organization.
(2) Enterprise scale
Enterprise scale is an important factor affecting enterprise organizational design. There are obvious differences in the internal structure of enterprises of different scales. With the continuous expansion of enterprise scale, the content of enterprise activities is becoming more and more complex, the number of people is gradually increasing, the professional division of labor is constantly refined, and the number of departments and posts is gradually increasing. These will directly lead to the increase of organizational structure complexity.
The larger the enterprise scale, the more things that need coordination and decision-making, and the larger the management scope. However, managers' time and energy are limited. This contradiction will prompt enterprises to increase management level and delegate more power. Therefore, the expansion of enterprise scale will make the hierarchical structure, departmental structure and functional structure of the organization change accordingly.
(3) Business characteristics
If an enterprise has a variety of businesses, it requires the organization to have corresponding resources and management means to meet the needs of the business, so there will be more departments or posts, more people will be needed, and the organization will be relatively complex. Generally speaking, the more business types, the more internal departments or positions are set.
The closer the business relationship of an enterprise is, the more it needs to consider the interaction between departments and the business within departments, and the less it can adopt decentralized organization. In this case, linear functional system or matrix organization is more suitable. Generally speaking, the greater the business relevance, the more comprehensive management is needed.
(4) technical level
The activities of the organization need to adopt certain technology and special means to reflect a certain level of technology. The level of technology and technical equipment not only affects the effectiveness and efficiency of organizational activities, but also affects the content division and post setting of organizational activities.
Some enterprises have strong technical strength, and they regard technological innovation and development as the foundation of enterprise development. At this time, the key of organizational structure is to consider the development of technology, and organizational design is also based on technology and its development and innovation. When technology can bring high profits, the management and utilization of technology is very important. Technology management has become the core issue and main line of enterprise organization. The more complex the production technology, the more complex the vertical division of labor of the organizational structure, which will lead to the increase of the departmental structure of the organization, thus increasing the workload of horizontal coordination of enterprises.
In traditional enterprises, the technology of each enterprise is similar, and the main profit point of the enterprise is not technology, so technology will not affect the establishment of enterprise organizations too much, and the establishment of organizations will consider channel management and cost reduction more, and take these factors as the main line of organizational design. Therefore, the standardized coordinated control structure can be considered for this kind of high inertia work, and the organizational structure has high formality and centralization.
human resources
Human resources are the basis for the smooth implementation of organizational structure. In the design of organizational structure, insufficient consideration of the influence of personnel quality will lead to more serious problems. The quality of employees includes values, intelligence, understanding, self-control and working ability. With the improvement of the quality of employees, their working ability and needs will also change. For high-quality employees, the management system should be more flexible. For example, flexible working hours, flexible workplace (such as home office), more decision-making participation rights and attractive salary and welfare plans.
The situation of human resources will have an impact on the hierarchical structure of enterprises. If the professional level, leadership experience and organizational ability of managers are strong, the scope of management can be appropriately expanded, and accordingly, the management level will be reduced.
The situation of human resources will have an impact on the departmental structure of enterprises. If the division system is implemented, it is necessary to have a candidate with comprehensive leadership ability as the division manager. If the matrix structure is implemented, the candidate for project manager requires high prestige and good interpersonal relationship to adapt to the characteristics of more responsibilities and less rights.
The status of human resources will also have an impact on the power structure of enterprises. Enterprise managers have high management level, comprehensive management knowledge, rich experience and good professional ethics, and can delegate more management power.
(VI) Informatization construction
With the popularization and development of network technology, the foundation of enterprise organization has changed greatly. The development of e-commerce technology has greatly improved the efficiency of information processing. Every terminal in the enterprise network can obtain comprehensive data and information at the same time. The application of various computer-aided means makes the role of middle managers weaker and weaker. Network technology enables senior managers of enterprises to filter the original information formed by grass-roots institutions in time and at low cost through network systems. Therefore, when building a high-level information system, enterprises should adjust their organizational structure in time and adopt a flat organizational structure to adapt to the emerging e-commerce operation mode, reduce middle-level managers, improve efficiency and reduce internal management costs.
Information technology has fundamentally changed the business process of enterprises, reformed the resource structure and the labor combination relationship required by enterprise operation, and greatly enhanced the importance of information resources. The design of organizational structure should be freed from the original huge, complex and rigid state. Such an organization is more conducive to the flow of information and tends to simplify.
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Six enterprise management modes
The target mode of enterprise management in the future is based on the institutionalized management mode, absorbing and utilizing some beneficial factors of other management modes appropriately. Why do you say that? Because institutionalized management is "cruel", it is really beneficial to introduce a little affection, friendship and warmth. Even sometimes, we can properly handle the contradictions and interests in management and "dilute" the rules because institutionalization is too rigid.
Family management mode
This management model makes use of a very important function in the family blood relationship, that is, the cohesion function, that is, trying to realize the management of enterprises through the cohesion function of the family blood relationship. Historically, although an enterprise did play a very good role in the start-up period, this family-friendly enterprise management model did play a very good role. But when the enterprise develops to a certain extent, especially when the enterprise develops into a large enterprise, this family-style enterprise management model will soon have problems. Because the cohesive function of family blood relationship used in this management mode will be transformed into internal friction function, this management mode should be replaced by other management modes. China's family-friendly enterprise management model has almost 99% positive impact on enterprises in the start-up period, but when enterprises cross the start-up period, the negative impact on enterprises is almost 99%. This management mode exists only because the credit system and legal system in China are still very imperfect, which makes people afraid to give their assets to people who are not related to them, so they have to adopt this family management mode.
Friendship management mode
This management mode also has positive significance in the initial stage of enterprises. This model is very cohesive when there is little money, that is, when buddies can and are willing to do whatever they can for their friends. However, when the enterprise develops to a certain scale, especially after the profit of the enterprise increases to a certain extent, the friendship between friends will fade, so if the enterprise does not adjust this management mode as soon as possible with the development, it will inevitably lead to the rapid decline or even bankruptcy of the enterprise. There is a private enterprise in China called Wantong, which started as a friendship enterprise founded by five like-minded people. At that time, everyone can live on their laurels, and entrepreneurs can completely ignore money. However, when Vantone got the first big profit, five people began to have friction. At that time, Feng Lun, the relatively large shareholder of Vantone, wanted to continue to adhere to this management model and let the enterprise develop. He organized the founders of the enterprise to read the water margin, so that everyone could learn the lessons of dissolution and division, but the problem was not solved in the end, and several people had to dissolve the enterprise and give up this friendly management model. Later, Wantong hatched several enterprises because entrepreneurs started their own businesses.
Warm management mode
This management mode emphasizes that management should be the internal function of mobilizing human nature. Only in this way can enterprises develop rapidly. It is right to emphasize the human touch in enterprises, but it cannot be regarded as the most important principle of enterprise management system. The principle of good human nature and the principle of enterprise management are different categories. Therefore, overemphasizing people's kindness is not only not conducive to the development of enterprises, but also enterprises will often get out of control and even go bankrupt. Some people always like to talk about warmth and conscience in business management. They think that if a person is considerate to the managed, the managed will get a good reward, that is, work hard, so that the enterprise will develop better. It can be seen that the bidding management mode actually wants to use the principle of conscience in friendship to deal with the management relationship in enterprises. In the relationship between economic interests, the so-called conscience is difficult to explain clearly. According to the theory of economics, conscience is actually an ethical and standardized way to repay economic interests in the form of human kindness. Therefore, if we talk about conscience and humanity in general, and don't touch the interest relationship and mutual benefit, it is actually very difficult for the managed to do well, and ultimately the enterprise is not good. Management is not only warmth, but also the definition of interest relationship. Some people are naturally warm-hearted, and the definition of interest relations is often soft-hearted. However, the definition of interest relationship in enterprise management is ruthless, and it is impossible to define interest relationship with "hands are not hot" and "hearts are not cruel" at some time. Only those who are "firm" in the face of various interest relations, especially those who can "pull their faces down" in defining interest relations, can become professional managers. For example, if someone cries when he is laid off, and a manager is unprincipled to be soft-hearted and sympathetic to the laid-off and let him go to work, then this person may not be a professional manager at all.
Random management mode
There are two forms in reality: one is authoritarian management in private enterprises. The reason why authoritarian management is regarded as randomized management is because some entrepreneurs in private enterprises are dictatorial. He has the final say, he can change any rules and regulations at any time, and his words are principles and rules, so this kind of management belongs to random management. The other form is administrative intervention in state-owned enterprises, that is, government agencies can intervene in the business activities of a state-owned enterprise at will, which eventually leads to very random management of enterprises. It can be seen that this management mode is either characterized by private enterprise dictatorship or excessive administrative intervention by the government in state-owned enterprises. The closure of many private enterprises now is the inevitable result of the implementation of this randomized management model. Because the entrepreneur's words are wrong, others can't correct them. Even if the decision of the entrepreneur is wrong, no one else can change it. In the end, enterprises can only die.
Institutionalized management mode
The so-called institutionalized management mode refers to promoting enterprise management according to certain established rules. Of course, this kind of rule must be a contract rule recognized by everyone, and at the same time, this kind of rule is also symmetrical with responsibilities and rights. Therefore, the target mode of enterprise management in the future is based on the institutionalized management mode, and some beneficial factors of other management modes are appropriately absorbed and utilized. Why do you say that? Because institutionalized management is "cruel", it is really beneficial to introduce a little affection, friendship and warmth. Even sometimes, we can properly handle the contradictions and interests in management and "dilute" the rules because institutionalization is too rigid. It is not easy to "soften" it inappropriately. After all, the main object of management is people, not ordinary things. People have all kinds of thinking and initiative, and it is not good to talk about institutionalized management completely. Appropriately absorb the advantages of other management modes and synthesize a mixed enterprise management mode. It may be better to do so. I'm afraid this is the * * * cognitive conclusion drawn by China in the choice of enterprise management mode in recent ten years.
In the initial stage of an enterprise, the transaction is relatively simple, and the management level and scope are not very wide, so direct management can be adopted. For example, it is very effective for some family businesses to adopt direct management in the case of small scale and field. However, when enterprises grow, management methods need innovation and optimization. Generally speaking, we can divide the "management" methods of enterprises into these categories, which can play a more effective role in different stages of enterprise development if they are used reasonably and scientifically, individually or in combination.
System management mode
Through the establishment of seven systems, such as strategic vision management, division of responsibilities, salary design, performance management, recruitment, employee training and employee career planning, the systematic, standardized and integrated management of the enterprise is completed.
This advantage is conducive to the rapid expansion of enterprises, because when you use this system to create a management standard template, its branches or agents can simply copy it, reducing the difficulty of expansion.
This is the maximum availability of enterprise organization system.