Culture is the consistent value concept and code of conduct of all employees in the enterprise, and corporate culture determines the internal cohesion and external appeal of the enterprise. Culture and concept are the basic concepts of enterprise management, and they are the solid centripetal force to build excellent teams in the process of continuous operation and long-term development of enterprises.
process management
The key to improve enterprise efficiency is process, and the realization of process management needs to change some habits of traditional management.
Break the habit of function: everyone only pays attention to the degree of functional completion and vertical management control of departments, and the functional behavior between departments often lacks complete organic connection, which leads to the decline of the overall efficiency of enterprises. So we must break the habit of dividing functions.
Cultivate systematic thinking habits: regard the behavior of enterprises as a process set, manage and control this set, and emphasize the coordination and objectification of the whole process. Each job is a part of the process and a node of the process. Its completion must meet the time requirements of the whole process, and time is one of the most important criteria in the whole process. Learn to use thinking to adjust the work order, arrange a reasonable time flow, limit the target number and completion time, so as to complete the work efficiently.
systems management
From the perspective of employees, system management is an invisible hand, which restricts their behavior and will be punished if they violate it; On the other hand, employees are not particularly resistant to this restraint system. If the system is implemented well, it will bring convenience to daily work. If it is inappropriate or too coercive, it will be counterproductive.
From the manager's point of view, the system should not be too tight on employees, otherwise it will squeeze employees like a mandatory system and make them dissatisfied. Therefore, managers can't take employees as machines to receive work, but must give full play to the subjective initiative of employees under the implementation of standardized management system. Not every system is applicable to all enterprises, and it is fundamental to find a system suitable for your own company system.
organizational management
Power and responsibility have always been two aspects that need to be balanced in management, and keeping these two aspects in a balanced state is a problem that needs to be solved in organizational management.
1 unified command: a person can only have one direct supervisor.
2 Management scope: the effective management scope is 6- 10 people.
Division of labor: horizontal and vertical division of labor according to power and responsibility and specialization.
4. Departmental style: Employees of the same major from division of labor gather in one department, led and coordinated by a manager.
The principle of organizational design is to balance the relationship between power and responsibility. Therefore, the realization of organizational management needs two conditions: specialization and decentralization.
Specialization: the so-called specialization refers to the skills and knowledge in which fields an individual has and the rich experience in which fields, so that such people are responsible for managing the work of that department. In this way, the work can be completed efficiently and with high quality.