1, which is conducive to the standardization and standardization of enterprise operation and promotes the integration of enterprises with the international community.
"Doing everything according to the system" is the fundamental purpose of enterprise institutionalized management. Institutionalized management is a concrete manifestation of the transition of enterprises from "low-text culture" to "high-text culture" Enterprises regulate employees' behaviors through various systems, and employees handle various affairs more according to their own * * * contracts, that is, systems, rather than the previous sense of humor and have it both ways, so that the operation of enterprises gradually tends to be standardized and standardized. These principles are more in line with international practice and closer to the styles of developed countries in Europe and America. China's accession to the WTO will help promote the integration of enterprises with the international market, so that enterprises can smoothly integrate into the international market competition.
2. Help enterprises improve work efficiency.
Institutionalized management is procedural, standardized and transparent. Therefore, the implementation of institutionalized management is convenient for employees to quickly master work skills, facilitate communication between departments, employees and superiors, and minimize work mistakes. At the same time, the implementation of institutionalized management is more convenient for enterprises to monitor and assess the work of employees, thus promoting employees to continuously improve and improve work efficiency.
3. Enterprises with sound and standardized systems are more likely to attract outstanding talents to join.
On the one hand, the normative system itself means that it needs good trust to support it. When trust in today's society is generally at a low ebb, enterprises with good trust support can easily gain an advantage in talent competition; On the other hand, the standardized system embodies the fairness and justice of enterprise management to the greatest extent, and people are generally willing to participate in competition and work in a fair and just environment; At the same time, a standardized and attractive incentive system is the most powerful weapon for enterprises to win the battle for talents.
4. Institutionalized management is one of the most effective measures to prevent corruption in China enterprises at this stage.
The root of corruption lies in the loss of supervision and restriction of power. The system makes the work of enterprises procedural and transparent. At any time, anyone's work is under the supervision of enterprise employees, which strengthens the supervision and restraint of power and reduces the possibility of corruption. At the same time, the severe institutional sanctions against corruption also increase the risk and cost of corruption. In this sense, institutionalized management has prevented corruption from happening at the source.
5. Institutionalized management can greatly reduce decision-making mistakes.
Institutionalized management makes enterprise decision-making fundamentally exclude centralized opinions and decisions without scientific basis. The decision-making process of an enterprise must be procedural and transparent, the decision-making must have scientific basis, the decision-making result must stand the test of practice and market, and the decision-maker must be responsible for the decision-making result, so as to minimize the decision-making mistakes.
6. Institutionalized management can enhance the adaptability of enterprises and improve their competitiveness.
Institutionalized management makes enterprise management, including market research, management and communication between suppliers and customers, standardized and procedural, forms a rapid response mechanism within enterprises, enables enterprises to grasp market changes in time and adjust countermeasures in time, and also enhances the market adaptability of the whole supply chain, thus improving the competitiveness of supply chain and enterprises themselves.
Second, institutionalized management and corporate culture construction
Every enterprise has its own unique corporate culture, but evaluating the culture of an enterprise can only be an empty and untrue subjective guess if we don't discuss the system construction of this enterprise. The significance of system for enterprises lies in that it has established a strong support for the realization of managers' wishes. Under the premise of being recognized by employees, the inevitable contradictions in enterprise management will be weakened from the opposition between people to the opposition between people and systems, which can better restrain and standardize employees' behavior, reduce the opposition or reduce the sharpness of opposition, and gradually form a corporate culture with its own characteristics.
However, it is not unconditional and natural for institutionalized management to better reflect the construction of corporate culture and become a good supporting tool for corporate culture. This is the reason why there are many enterprise systems in real life, but not many influential corporate cultures. There is a premise of institutionalized management here, and that is "recognized by employees". No one should simplify this condition, because it is an important step from institutionalized management to corporate culture, and the core of this step is to grasp the effectiveness of institutional culture, that is, to grasp the softness of corporate culture and the rigidity of institutionalized management. How to grasp this problem is actually a basic problem of human nature and human feelings, because the ultimate effectiveness of the system lies in people's identity, that is, "employee's identity", and the effectiveness of institutional culture lies in people's hearts. Therefore, to grasp the softness of corporate culture and the rigidity of institutionalized management, we must start from the following four aspects.
1, all kinds of systems should take the fundamental needs of enterprises and the most essential goals of enterprises as the starting point.
Institutional culture construction is the skeleton part of enterprise culture, and any enterprise will become fragmented without the system. However, the system reflects the basic idea of an enterprise and the basic attitude of the enterprise to society and people, so the system is not free from any restrictions. The system must proceed from the fundamental needs of enterprises and is the maintenance of the fundamental needs of enterprises. For example, various issues related to the survival of enterprises, including product quality, safety, related party relations, etc., must be clearly defined by the system. The system should not only reflect the high degree of constraints and norms on people, but also fully trust and respect people, which requires that the system must be based on demand, and the demand-based system is acceptable even if it is strict.
2. The system should balance the interests of the direct participants and create mutual constraints.
As the embodiment of justice, institution requires not only fairness in its form but also fairness in its content, so as to balance the interests of direct participants under institutional constraints and reflect the symmetry of rights and obligations. Formally, the system is a restriction on people's interests. Since it is a constraint, the relative person has a certain psychological endurance, and it is the fairness and justice of the system that determines this endurance. At the same time, every member under the system constraint is both the subject and the supervisor. If the content of the system is unfair, it will not be recognized by all employees.
3. The procedure of introducing this system should be fair and standardized.
Without a fair procedure, institutional management may fall into the category of power management. When the power develops to a certain extent, it will often lead to the result of "pointing the deer to the horse", and compare the significance of the system creation procedure. Institutional culture objectively excludes power, but subjectively relies on power, which is always displayed. It is not uncommon for power elements to penetrate into the construction of contemporary enterprise system. Imagine how many enterprises have really completely changed the situation of export rules carved out by the roots? Moreover, the more irregular the management, the more serious this situation is, and the more it runs counter to the construction of corporate culture.
4. The implementation of the system should be strict and equal.
The best effect of system implementation is the general identity psychology under the principle of non-discrimination, which is also a difficult problem in system implementation. Because everyone's position in the enterprise is different, and the supervision and implementation departments of the system have different positions in the enterprise, it is difficult to achieve complete fairness and equal treatment when implementing the system, which will often affect the effect of the system and endanger the ultimate goal of the system. This requires the active participation and strong support of senior leaders of enterprises, and regularly organizes supervision and inspection on the implementation of the system to ensure that the system is effectively implemented at different levels. The "soft" and "hard" of institutionalized management in corporate culture construction are not antagonistic. The key is whether the whole process from formulation to implementation of the system truly reflects the connotation of justice and the fundamental needs of enterprises. If this requirement is met, institutionalized management will lay the core content of enterprise culture and become a powerful driving force for enterprise development.
Third, the negative impact of institutionalized management on enterprises.
1, rigid system will stifle employees' creativity.
Innovation is the source of enterprise's survival and development. If the enterprise overemphasizes the standardization and standardization of work, it will inhibit the personality of employees, especially the knowledge-based employees who advocate personality. A rigid system that overemphasizes procedural and standardized work will dampen their enthusiasm and enthusiasm for creative work. Over time, the overall operation of the enterprise will fall into a vicious circle of conformism and lack of progress.
2. Institutionalized management will increase the business risks of enterprises.
Because the essence of institutionalized management is the documentation, programming (computerization) and transparency of information, the internal information and business secrets of enterprises, such as decision-making and customer files. , is no longer a secret, it is easy to be leaked or malicious use, so that enterprises suffer losses.
3, the initial institutionalized management will increase the operating costs of enterprises, mainly in three aspects:
First, the formulation of enterprise system should go through many links such as drafting, discussion and approval, and a lot of human and time resources should be invested;
Secondly, in order to facilitate the implementation and enforcement of the system, enterprises must let employees participate in the discussion and must publicize and train all employees;
Thirdly, in the early stage of institutionalized management, there are always conflicts between the understanding and implementation of the system and between the system and the tradition, and the system itself is not perfect enough to cause poor operability, which all form obstacles for enterprises to effectively implement institutionalized management.
4. The proliferation of the system can easily make it a dead letter and be shelved.
Many enterprises, especially state-owned enterprises, do not lack a documented system, and one of the root causes of its irregular management is precisely because there are too many systems, which make people feel at a loss and the content of the system lags behind. Some enterprises have formed a documented system in every detail, but the lack of publicity and training after the system is formulated has increased the difficulty of system implementation. Some enterprises do not consider the consistency of the system, resulting in changeable or inconsistent systems, so that employees can adapt themselves; On the other hand, due to the institutional reasons of state-owned enterprises and the long-term influence of "human culture", enterprises lack corresponding sanctions for violations of the system, which makes the risk and cost of violations of the system extremely low and indirectly encourages violations of the system. As a result, the system could not be effectively implemented, became a dead letter, and was finally shelved.