(1) The question is whether the ratio of ideal growth forecast to actual growth is reasonable. Is the basis for budget formulation sufficient? If the sales manager questions the sales target of 20 million, it means that this budget is not predicted and reported by all departments (at least no sales department) according to the actual situation of the company and the understanding of the market. The data of target management should be based on the annual budget data of the company, and the budget data should be based on the degree of understanding of the market by various departments and the proportion of revenue and expenditure that may increase or decrease or be controlled in the future. Management by objectives is carried out on the basis of this scientific budget. If managers need the company to reach a certain state, but the budget cannot meet the requirements, they will adjust the budget again, but such adjustment must be scientific and reasonable. Because the market is limited, the company's market share is also limited, and further development of the market requires physical cost and time cost, so it is meaningless to idealize the income expectation without development expenditure! It can only increase the burden on the sales department. Unrealistic sales burden will make people feel insecure and negative, which is not conducive to company management and business development. This kind of management by objectives behind closed doors is tantamount to exorbitant taxes and miscellaneous fees, and you are too angry to speak. How can such a state have a good result?
2. Management by objectives is a very advanced management method. Setting goals according to the budget is a very learned job. Just like a collar, if it is too loose, all departments of the company can't run at high speed to maximize the company's profits. If it is too tight, the water will be clean and people will change. Grasping the degree is the key. Private enterprises must not blindly pursue high profits and high growth. They should take a long-term view, instead of just thinking about how to maximize the immediate interests and make employees feel squeezed infinitely. We should devote ourselves to cultivating a stable and reliable main team and integrate advanced management methods into the most subtle context of enterprise production and business activities step by step, so as to form good habits and even cultivate enterprise culture. It's like walking from a path to Guangming Avenue. Even if the start is slow but the foundation is solid, and the macro details are perfect, the company will certainly be able to continue to drive at a high speed like a well-run car.
To sum up, the sales volume of 20 million is just a figure. Don't worry too much about whether a figure can be reached. Is this figure really reasonable? Real management should pay attention to both the process and the result, no matter which side will have problems. Understand that any goal means is to improve management, not to stifle people who work for themselves.