The improvement direction of enterprise management mode. Enterprise management is a series of behaviors such as planning, organizing and directing in the production and operation activities of enterprises. Excellent management methods can make enterprises and employees have better development. The following summarizes the improvement direction of enterprise management methods.
The improvement direction of enterprise management mode 1 problem is put forward.
First, at the end of each year, enterprises need to think about and formulate the work direction, planning and goals for the new year. How to evaluate the operation and management of an enterprise for one year and find the future improvement direction?
Question 2: Where should the CEO who parachuted into the enterprise start, grasp the actual situation of enterprise operation, think about and find a breakthrough to improve enterprise operation performance?
Thirdly, as the managers of supply chain, they often face the problem and confusion of how to guide and help suppliers to improve product quality and operational performance.
Question 4: As a consultant of enterprise management consulting, where should the investigation, analysis and diagnosis of enterprises start? How to analyze, diagnose and propose solutions to problems and changes in the demand for organizational resources?
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In fact, the above problems can be summed up as a problem, that is, how to diagnose the problems existing in enterprise management through the evaluation of the current situation of enterprise management and find a systematic solution to the problems? To complete the evaluation, analysis and diagnosis of enterprise operation management until the improvement scheme is put forward, then the analysis logic and framework of enterprise operation management should be established first.
Analytical framework of enterprise operation management
Based on the logic of system theory, process theory and problem theory, this paper evaluates and analyzes the enterprise operation management from four aspects: operation system, strategy, organization and problem solving, and constructs the enterprise operation management framework as shown in figure 1.
First, the operation system of an enterprise is simply that all business processes and management systems of the enterprise are constantly circulating, and value is constantly created through the circulation of processes and management systems. In order to create value continuously, an enterprise's operating system must complete two major tasks: one is to develop products that customers need, and the other is to produce and sell the developed products. The only criterion for evaluating the quality of an operating system is operational efficiency, that is, how the operating system can safely deliver the products that meet the requirements to customers with the least time and the lowest cost, which depends on the process of the operating system and the allocation efficiency of organizational resources.
Second, an enterprise has a good operating system, which does not mean that it can continuously create value for customers and enterprises, which depends on the enterprise's strategy. The product and market strategy of an enterprise determine whether the operation system of the enterprise can create value for customers and enterprises. Only when the products and marketing strategies of enterprises meet the expectations of customers and markets can the operating system create value for customers and enterprises. Otherwise, a good operating system will become the burden of enterprise operation, which is why in the incremental market, enterprise products can easily meet the expectations of customers and the market, and even the worst enterprises can make money. However, once some excellent enterprises make mistakes in products and marketing strategies, it can be seen that the products and marketing strategies of an enterprise are related to the realization of enterprise value and determine the survival and development of the enterprise. At the same time, it also tells us that we can't evaluate the quality of the enterprise operation system only by the temporary profit results of the enterprise.
Third, an enterprise with a good strategic positioning and a good strategic business plan may not achieve good strategic results, which depends on whether the organizational ability of the enterprise can support and match the implementation of the strategic business plan. Good strategic positioning and good strategic business plan are more from the technical level, and we need to evaluate them from the adaptability level of strategic positioning and business plan. For example, can the process of operating system better match the strategic business plan? Can the organization's resources (including key technologies and personnel capabilities) better match the key tasks of strategic business? Can the organization's architecture better match the operational process? The above problems will directly determine the results of strategic business implementation.
Fourthly, based on the above evaluation and analysis of enterprise operation process, strategy and organization, we should finally return to problem solving, which is the fundamental purpose of enterprise operation management evaluation and analysis. First of all, we should find the main problems from many problems in the process and results of enterprise operation, and analyze the problems from the level of strategy, process and organization to find the main aspects of the problems. Secondly, we need to evaluate and analyze the problem from two dimensions: technology and adaptability. For the technical aspect of the problem, we need to evaluate whether we have the necessary technical reserves, resources and methodology to promote the solution of the problem. For the adaptability of the problem, we need to evaluate the maturity of the problem to determine whether the conditions and opportunities for solving the problem are mature. Finally, we should evaluate the environment and atmosphere of the organization. Is the organization based on a problem-oriented culture? What is the ability of teamwork when solving problems? Promoting organizational and cultural changes and creating a good environment for solving problems are the key to solving problems thoroughly.
The improvement direction of enterprise management mode 2 1, the essence of cross-cultural management
Various contradictions and conflicts in the transnational operation of enterprises should be solved through cross-cultural management, which means that different forms of cultural concepts should be effectively respected, coordinated, understood and integrated. The central task of transnational corporation's cross-cultural management is to solve the internal conflicts between different cultures, which is also the top priority of its efficient management. Enterprises must face up to three problems in cross-cultural management: the long-term construction of corporate culture, the complexity of business environment and the diversification of social values. In the process of cultural blending, it is not a simple superposition of cultural concepts, but on the basis of mutual respect and understanding, through the conflict, collision, exchange and integration of various cultural concepts, a unified new culture of multinational enterprises is finally formed.
Professor Adler, a Canadian scholar, believes that multinational companies are facing the dual challenges of cross-culture and cross-space. Hofstede, a Dutch scholar, thinks that people with different cultural backgrounds will adopt completely different solutions to common problems in their work and daily life, and puts forward a four-dimensional identification model of different national cultural types. These four dimensions are: power distance, harmony between collectivism and individualism, gender difference between men and women, uncertainty avoidance and certainty avoidance. Later, the concept of the fifth dimension was introduced, that is, the differences and conflicts between long-term and short-term orientations.
More and more multinational companies are in crisis when operating in other countries, which is largely due to the fact that multinational companies do not pay enough attention to local cultural characteristics in the process of transnational operations. The competition of contemporary management has become a kind of cultural competition and integration. The existence of cultural differences makes enterprises, especially large multinational enterprises, inevitably face great failure risks in the process of internationalization. Cross-cultural management is to ease the conflict caused by cultural differences through cultural integration and the establishment of a platform of values, so as to ensure that management efficiency can be improved to the greatest extent.
2. Causes of conflicts in cross-cultural management of enterprises.
First, the differences in management concepts. China people grew up under the influence of Confucian culture, so they often advocate the concept of discipline and collective consciousness in enterprise management, and put obedience first; Many foreign companies attach great importance to freedom and competition, and pay attention to fully tapping the potential and innovation enthusiasm of each employee.
Second, misunderstanding caused by cultural barriers and language barriers. Due to historical reasons, the foreign language level of employees in Chinese enterprises is still generally not high, and the difficulty of learning Chinese is second to none in other languages, which brings great inconvenience to language communication and sometimes even leads to misunderstandings and even contradictions.
Third, cultural conflicts caused by religious beliefs and customs. The mainstream consciousness in our country is atheism, but in some countries that believe in religion, religion is very powerful, and sometimes it even stops for religious ceremonies, which is completely incredible for the managers in China, and sometimes it will lead to conflicts.
Fourth, the cultural conflict caused by corporate culture. For example, at present, enterprises in China often pay more attention to output, output value, profit and benefit in management, while some established enterprises in Europe and America often pay more attention to brand reputation. These different guiding ideas may sometimes bring conflicts in enterprise cooperation.
3. The present situation and existing problems of international cross-cultural management of Chinese enterprises.
Current Situation of International Cross-cultural Management of China Enterprises
The differences between Chinese and western cultural values have great influence on cross-cultural management. In terms of management means, performance appraisal and encouragement are the main means adopted by western managers, while managers in China often regard a person's moral behavior as an important indicator in the performance appraisal process. In the decision-making process, western managers pay more attention to the sense of authorization and time, and are more inclined to respect and attach importance to the views and opinions freely expressed by each participant in risky business decisions; Managers in China prefer to discuss collectively how many people to consult in decision-making rather than pay attention to timeliness, while managers in China are more accustomed to using so-called democratic centralism.
The cultural difference between "rule by law" and "rule by man" is obvious. In developed countries, the concept of rule of law and equality are deeply rooted in people's hearts; In enterprises in China, due to the influence of traditional ideas, the concept of hierarchy and the consciousness of ruling by man are deeply rooted. Due to various historical reasons, it will be a long process for China enterprises to get rid of the thinking mode of avoiding "rule by man".
Cross-cultural enterprises lack clear values and value system. At home, the so-called "pioneering and innovative, seeking truth from facts, forging ahead" and other entrepreneurial spirits are also the same, but when multinational enterprises go abroad, their development goals and entrepreneurial spirit are often vague, which makes it difficult to effectively unite staff morale.
Problems in International Cross-cultural Management of China Enterprises
Lack of cultural integration ability. Due to the closed door and cultural fault in previous years, our entrepreneurs generally lack some heavy cultural accumulation and broad international vision. After "going out", they are often unfamiliar with foreign management concepts, systems and structures, and seem unable to coordinate the resources of foreign enterprises.
Lack of awareness of cross-cultural management. Before "going out", we didn't do our homework, and we often didn't have enough preparation for export-oriented talents, the legal system, folk customs and national habits of the countries we communicated with, and basically didn't have time to establish a good cross-cultural management concept, which inevitably led to a bad start.
4. Problems that need urgent attention in the cross-cultural management of Chinese enterprises.
First of all, we should not copy the domestic practices. Many practices with China characteristics will not work abroad. The so-called "orange in the south and orange in the north" is the truth. Second, avoid the influence of populism, and don't always use nationalism and patriotism as a shield. Huawei people are rational. In business, corporate behavior is corporate behavior. Third, don't fight price wars, but be branded and internationalized. If a price war is launched, it will inevitably suffer the ultimate loss. Because the price war is launched, the profit will definitely be less, so it is inevitable to carry out abnormal operations to reduce costs, which will consume resources and lose credibility. Only looking at immediate interests will not last long internationally. Fourth, learn to protect yourself with legal weapons, learn more about international law, and be good at dealing with local governments and international organizations to safeguard your legitimate rights and interests. Fifth, abandon the small-scale peasant consciousness of "grabbing and leaving" and truly integrate your own enterprises into the host country.
5. Countermeasures and suggestions for cross-cultural management of international enterprises.
Make a good design framework for cross-cultural management of international enterprises
First, analyze and identify cultural differences. The first is the cultural differences between countries or nations, the second is the inherent corporate cultural differences of enterprises themselves, and the last is the individual cultural differences. Among the three, the difference between the first two is particularly obvious in multinational companies. Second, cultivate high-quality cross-cultural managers. Because it is difficult to control the potential conflicts in cross-cultural environment, the main reason is the lack of foreign affairs management ability. Third, carry out cultural integration and eliminate cultural conflicts. It is necessary to train, communicate and learn from different cultures, learn cross-cultural communication and eliminate cross-cultural obstacles. Fourth, implement the talent localization strategy. This is the fundamental key for enterprises to take root locally, because it is difficult to change and copy what is deep in national culture. Localization can easily make local people feel a sense of identity.
Formulate an applicable cross-cultural management model
First, the localization model. This model is relatively easy to gain a foothold in the host country and develop by leaps and bounds. Second, the way of cultural input. This means that domestic parent companies should send competent personnel to foreign subsidiaries as information exchange intermediaries and perform all management and supervision roles. Third, the mode of cultural differentiation. In other words, Third culture, which is relatively in the middle, is chosen as a communication bridge between the two sides of cross-cultural management, so that both sides can accept it. Fourth, the mode of cultural integration. Generally speaking, it can be roughly divided into the following two aspects: one is to blur cultural differences and abandon cultural conflicts; Second, regardless of priority, cultural complementarity and parallel compatibility are also the highest realm of cultural compatibility.
Carry out cross-cultural management training
Training managers from China. The training of managers from China is mainly about cultural sensitivity. Make them form a cultural awareness of their own cultural environment; Expatriates also need to learn to accept and respect the culture of other countries, and do as the Romans do. This kind of training includes internal training (that is, training plan made according to the company's needs), external training (design training through professional training institutions and management companies) and on-the-job training (mainly emphasizing the practicality of training, which is usually undertaken directly by experienced old employees).
Training personnel in the host country. The training of managers in the host country mainly follows the company's cultural concept to train management skills, methods and technologies. We should also consider the national interest orientation of foreign employees, constantly strengthen their sense of identity with corporate culture and values, and strengthen their loyalty to enterprises.
On the question of whether to carry out language training, enterprises with different needs should make a concrete analysis, but what is certain is that the cost of language training will be high and the effect will be slow, so cross-cultural management mainly lies in content rather than form.