What are the problems in team building and team management in China enterprises?

1. The management mode is extensive and the management concept is backward. Many operators of small and medium-sized enterprises lack business management experience. When they enter the market, they rely on their feelings and experience to run and manage their own enterprises. Managers are mostly relatives and old employees, and there are unscientific management modes such as unprofessional management, extensive management, empirical management and family management. As a result, the management system of most small and medium-sized enterprises at this stage is not perfect, and there is a lack of standardized and systematic rules and regulations, which greatly weakens the management efficiency and management benefits. In addition, many small and medium-sized enterprises lack understanding of the importance and significance of innovation, which is the biggest obstacle for enterprises to lack management innovation, leading most small and medium-sized enterprises to blindly pursue short-term interests, emphasize profit maximization and ignore the long-term strategic goal of sustainable development.

2. The definition of rights and responsibilities within the enterprise is not clear enough. The definition of internal rights and responsibilities of enterprises is the premise of normal operation of enterprises. Clear and effective ownership, management and supervision can improve the efficiency of resource allocation and stimulate the enthusiasm of property owners. However, in China, this phenomenon of unclear rights and responsibilities is widespread in small and medium-sized enterprises. Most small and medium-sized enterprises think that enterprise property is private property in the early stage of development, which is different from state-owned and collective economy, and there is no problem of ownership, management and supervision. However, with the continuous development of domestic market economy and increasingly fierce competition, many small and medium-sized enterprises have many problems in internal management.

3. There is a lack of internal management talents in China. Because small and medium-sized enterprises started late, most of them developed from family workshops. After all, the number of outstanding talents among family members is limited, and its internal senior managers are generally held by family insiders, which makes the existing internal managers generally immature and unstable, with poor management skills, lack of management knowledge, backward management ideas and low management level. However, those outstanding management talents who are not family members cannot play a management role, which restricts the improvement of their management level and easily leads to brain drain.

4. Lack of correct management decision-making mechanism Because most small and medium-sized enterprises lack management talents, enterprises do not do market research when making many decisions, let alone make strategic plans and prepare feasibility reports, and the sales targets of agents are only based on their expected company profits. Such a decision-making mechanism, even the best products can not quickly occupy the market. In the absence of scientific basis and real market information, managers can only make decisions based on their own subjective intentions, which is obviously not desirable.

In a word, the management innovation of enterprises in China, especially small and medium-sized enterprises, is still in the primary stage of understanding and adapting to the market, and the level of modernization is relatively low, which is still far behind that of enterprises in western developed countries. Therefore, the establishment and improvement of enterprise management innovation system has become an important content and key link of enterprise reform in China.

Countermeasure analysis of management problems of small and medium-sized enterprises

The first is to cultivate high-quality managers. The development level of small and medium-sized enterprises largely depends on the quality of entrepreneurs. It is an important aspect of this work to improve the scientific management and concept of managers and improve their quality. Only high-quality managers can be in an invincible position in the fierce market competition, and can calmly face various problems of enterprises and solve them in time. Management decision is the core of management process. Every correct management behavior comes from the correct decision of managers. If the decision is wrong, it will cause serious economic losses to the enterprise. Market economy requires managers of enterprises to accurately grasp market information and make scientific management decisions, thus ensuring the stable development of enterprises.

The second is to build a perfect human resource management system. In order to realize the rapid development of small and medium-sized enterprises, there must be a diligent and practical team as a support. Talent resources are the first lifeline of enterprises. The bosses of small and medium-sized enterprises often prefer to hold several jobs, rather than increase their positions and spend time reusing talents. This concept is very narrow. Small and medium-sized enterprises should recruit top-notch talents from inside and outside the enterprise and give full play to their role. The key to employing people in small and medium-sized enterprises is to provide suitable posts and give full play to the role of talents. When necessary, enterprises should create conditions and give support in software and hardware. It should be noted that in the process of using talents, the decision-makers of enterprises should constantly and carefully cultivate talents.

Third, rational distribution of power and responsibility. Enterprise management is a very complicated project. In order to ensure the normal operation of this system, reasonable authorization is inevitable. According to the requirements of modern enterprise system, strict implementation of enterprise rules and regulations and separation of enterprise ownership and management rights are the conditions for long-term development of enterprises. Enterprises should clearly define the authority and responsibility of each functional organization according to the principle of combining responsibility, power and benefit, divide the post series according to the business tasks and characteristics of each functional organization, determine the required posts, select the right talents according to the post needs and implement the responsibility to people, and have different authorizations for different management links and bear corresponding responsibilities.

Fourth, strengthen the financial management of small and medium-sized enterprises. Correct financial management system is an umbrella to ensure the normal operation of enterprise funds and avoid the shortage of funds. Make good financial statements externally and reform the financial management system internally. The important measures to protect the safety of assets and records are to take physical and technical protection measures, strictly limit the direct contact between unauthorized personnel and property, and regularly take stock of property records and check property insurance to make all property safe, complete and effective.