What aspects does enterprise management include?
1. Plan management: answer the question whether resources match the target.
Planned management is often associated with planned economy, and the direct consequence of this prejudice is that our management is in a disorderly state. For the understanding of the plan itself, both inside and outside the enterprise, it is considered that the plan is a set of data and a guiding text of assessment indicators. No one has seriously thought that the plan itself is a management content. The problems to be solved in plan management are not data, year-end assessment indicators, and even less words. The problem to be solved in plan management is whether the relationship between goals and resources matches. Plan management means that the relationship between goals and resources is in a matching state, which is the most basic management content. Therefore, plan management includes a key element: objectives, resources and their matching relationship.
The goal is the benchmark of plan management.
Planned management is also recognized as management by objectives in management theory, and the realization of management by objectives requires three conditions:
First, high-level support;
Second, the goal should be able to test;
Third, clear goals are the goals of top managers. Resources are the objects of plan management. In fact, plan management is to manage resources, not goals. Many people's understanding of plan management is mostly related to the goal, and it is generally believed that the goal is the object of plan management. In fact, the object of plan management is resources, and resources are the conditions to achieve the goal. If we go beyond change and make the plan come true, the only way is to obtain resources.
The matching relationship between goals and resources is the result of plan management. It can also be said that the matching relationship between the two is the standard to measure the quality of plan management. When resources can support goals, plan management can be realized. When resources can't support or exceed the target, they either waste resources or "daydream". So many times I don't care what kind of goals the enterprise sets and how big it is. I only care about whether the enterprise has the resources to support its goals. When our enterprise enters the international market with high profile, I will see if it has international talents, international channels and international standard products. Without these, it is futile to have ideals and ambitions.
2. Solve the problem of enterprise operation efficiency.
I may be more enthusiastic about process than many people, and I have been advocating the role of process in previous articles, because process is the key to solve the problem of enterprise efficiency. I have been thinking, why do we always fail in process management? Perhaps culture is an excuse, because the behavior and habits of China people decide that we prefer positions to processes. However, we still see that China enterprises, such as Haier, Huawei and Lenovo, have handled this process well. In short, process management can still be done. To realize process management, we need to change some management habits, which I can simply sum up as three points: one is to break functional habits, the other is to cultivate systematic thinking habits, and the third is to form a performance-oriented corporate culture.
Break functional habits. Influenced by the hierarchy of ancient official system in China for thousands of years, the functional departments in China enterprises largely inherited the "self-interest orientation" instead of the "service orientation" inherited from the ancient official system. In the case of "self-interest orientation", the privileges of various functional departments are expanded, and there is more room for self-interest, which leads to a decline in efficiency.
Function orientation focuses on the control of functions, focusing on the control of the degree and verticality of departmental functions, and the functional behaviors between departments often lack complete and organic connections. Uncertain time standard, which is the most important working standard, is generally temporarily determined by the department head, greatly increasing the workload of the head; Because of the uncertainty of standards, the overall work efficiency is greatly reduced, so we must break the habit of functions. Cultivate systematic thinking habits. Process-oriented pays attention to goals and time, that is, it is oriented to customers and market demand, regards the behavior of enterprises as a process set in the whole process, manages and controls this set, and emphasizes 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.
Therefore, under the premise of the process, time as the basic coordinate determines that we need to think systematically, rather than just according to our own department or location, we must learn to think systematically. Form a performance-oriented corporate culture. Everyone has a market, and everyone faces the market. Haier carries out process management, encourages all members to pursue process performance and pay attention to the value of customer demand, which is an indoctrination way. This way just shows that the formation of a performance-oriented corporate culture is the guarantee of process management. From function to process, the management of "pioneer enterprise" I mentioned pays special attention to "changing employees' ideas". Through making employees understand the concept, encouraging every employee to participate in BPR, paying attention to employees' suggestions and so on, this arduous management change can be completed. Without such a cultural atmosphere, process management can only become a mere formality, which is also the fundamental reason why many domestic enterprises cannot successfully import BPR.
3. Organizational management: Answer the question of whether the rights and responsibilities match.
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. From the classical organization theory, we know that organizational structure design needs to follow four basic principles: first, unified command, a person can only have one direct boss; The second is the management scope, and the effective management scope is 5-6 people; The third is the division of labor, which divides the horizontal and vertical division of labor according to power and responsibility and specialization; The fourth is departmentalization, where professional and technical personnel produced by division of labor gather in one department and are led and coordinated by a manager. Pay close attention to the classic principles of organizational design, and you can easily find that it is just trying to balance the relationship between power and responsibility. Therefore, the realization of organizational management needs two conditions: specialization and decentralization.
Specialization. I also found that besides my preference for process, I also have a favorite word "specialization".
Specialization can solve many things, including the awareness of service, the possibility of sharing, and more importantly, it can solve people's worship of power. If we still need to keep our functions, then the effective way to solve the negative effects of functions is the level of specialization. If everything is based on specialty, we respect standards and science, and people will no longer rely on power and status to transmit information and instructions. Decentralization. Decentralization is one of the most difficult aspects I have seen in an organization. Sometimes I see that enterprises also have decentralization manuals and systems, but their implementation is often out of shape. Many senior managers like to regard decentralization as a weapon or policy resource for adjustment. If decentralization is a policy resource, what managers do at this time is not organizational management, but leadership management, nor decentralization but authorization. The fundamental sign of decentralization is that once power is distributed, the distributor no longer has this power. When power can be adjusted, it must be authorization rather than decentralization. Many people like to confuse the boundaries between decentralization and authorization.
4. Solve the problem of enterprise's core competitiveness.
According to the definition of enterprise's core competitiveness in Harvard Business Review published by 1990 by C.K. C.K.Prahalad and Gary hammel, there are three basic characteristics that constitute enterprise's core competitiveness: 1, and the core competitiveness provides diversification. 2. Core competitiveness should make a key contribution to the value that customers value in the final product; 3. The core competitiveness should be the ability that competitors can't imitate. Obviously, these three characteristics all reflect that the most critical element of core competitiveness is to define the core competitiveness of enterprises from the perspective of customer demand. The ability to fail to meet customers' needs and make key contributions to customers' most valued value is not core competitiveness; Core competitiveness should first be the ability to deeply understand and accurately grasp the market and customer needs; For this, Haier summed it up like this: "Zero distance with customers means long distance with competitors". The establishment and cultivation of core competitiveness is extremely important for establishing the market leading position and competitive strength of enterprises.
To this end, enterprises must focus on the long-term from a strategic perspective. Enterprises themselves need to examine their own business, resources and capabilities, and observe the development trend of market demand and technology evolution; Using the innovative spirit and ability of enterprises, we can determine the development direction of the core competitiveness of enterprises and make clear the technologies that constitute the core competitiveness of enterprises. These are all questions that strategic management needs to answer.
Therefore, to put it simply, strategic management is a unique management effort to gain core competitiveness. In the process of integrating the elements of enterprise's core competitiveness, relevant mechanisms and environmental conditions are needed to support it. Strategic management includes: organizational management mechanism conducive to learning and innovation, decentralized and flat network organization centered on team management; Create a dynamic innovation incentive mechanism; For example, Haier's "horse racing" mechanism and "market chain" mechanism (internalization of market effects). There is also a corporate culture atmosphere that is market-oriented and centered on customer value pursuit. For example, Haier Group injected its corporate culture with the core values of "industry serving the country and pursuing Excellence" into Hongxing Electric Appliance Factory, and implemented integrated management after enterprise merger and acquisition.
The other is to rely on an open and mutual trust cooperation environment. To put it more simply, when enterprises gain benefits by realizing market and customer value, they must further improve efficiency through internal management, so that the combination of internal and external can form a differentiated competitive advantage that has its own characteristics and meets the needs of the external market. Based on these, we think that the core competitiveness of enterprises is also a kind of ability advantage based on enterprise resources, and also a kind of heterogeneous strategic resources, such as technology, brand, corporate culture, marketing network, human resource management, information system, management mode and so on. Only by strengthening and highlighting these aspects and establishing a complementary knowledge and skill system can enterprises obtain sustainable competitive advantages.
5. Solve the problem of sustainable operation of enterprises.
The publication of Forbes' annual American rich list is usually a heroic ceremony. Because people who enter the American rich list rarely have fresh faces, their wealth is slowly accumulated and can be measured publicly. Every time China's rich list is published, we feel the mysterious contradiction between survival and destruction. Because except for some legendary stories, most of them can't stand rational speculation and consideration. With the fall or misfortune of Forbes China, people in China began to be wary of wealth, so people noticed the difference between the rich and business leaders. Wealth alone cannot become the pillar of this society, and business leaders eventually become the focus of attention. Business leaders have become the focus, reflecting a profound social process. Enterprise leaders represent the direction of national spirit, the root of enterprise culture and the embodiment of enterprise leaders' thinking cause and effect and management style. Because of the different ways of thinking, we look at whether the enterprise can develop sustainably. Corporate culture is the core soul of an enterprise, and it is also the essential feature of an enterprise. It is based on the team performance produced by the management mode respected and implemented by entrepreneurs. From the point of view of management mode (quantification), the promotion of enterprise culture by management mode has such a development process: personnel system → people-oriented management → enterprise management mode → core values → enterprise culture.
With the development of enterprises, the development of enterprise culture usually goes through the charm of entrepreneur's personality (entrepreneur culture) → team personality (team culture) → enterprise personality (enterprise culture) → finally forms social personality (competitive culture). Therefore, corporate culture management should go through the gradual transition of survival goal orientation, rule orientation, performance orientation, innovation orientation and vision orientation to ensure the gradual growth of enterprises.
From the development of corporate culture, China enterprises have gradually formed and refined innovative corporate culture in the past 20 years; With the increasingly fierce market competition and international competition, China enterprises are pushing their corporate culture to change to a vision-oriented competitive culture, which is doomed to have a long way to go. Therefore, the construction of corporate culture is a long road, accompanied by the continuous growth of enterprises.
Plan management, process management and organization management are called basic management, which are the key to the survival of enterprises. Strategic management and cultural management are higher-level management. Don't put them on the basis of enterprise management, which will be counterproductive.
The main contents of enterprise management
1, plan management
By means of forecasting, planning, budgeting and decision-making, the economic activities of enterprises are effectively organized around the requirements of the overall goal. Plan management embodies management by objectives.
2. Organization and management
Establish an organizational structure, define positions or posts, and clarify the relationship between responsibilities and rights, so that members in the organization can cooperate with each other and work together to effectively achieve organizational goals.
3. Material management
Organize the procurement, supply, storage, economical use and comprehensive utilization of various means of production required by enterprises in a planned way.
4. Quality management
Supervise, inspect and test the production performance of enterprises.
5. Cost management
Around the occurrence of various expenses of enterprises and the formation of product costs, cost prediction, cost planning, cost control, cost accounting, cost analysis and cost assessment are carried out.
6. Financial management
Manage the formation, distribution and use of financial activities of enterprises, including fixed funds, circulating funds, special funds and profits.
7, labor and personnel management
Overall planning, unified organization, systematic control and flexible adjustment of labor and personnel in all aspects of enterprise economic activities.
8. Sales management
It is the management of pricing, promotion and distribution of products by enterprises.
9. Team management
In an organization, according to the nature and ability of members, various departments are formed to participate in organizational decision-making and problem solving, so as to improve organizational productivity and achieve organizational goals.
10, Corporate Culture Management
It refers to the combing, conciseness, deep planting and promotion of corporate culture. Under the guidance of corporate culture, match the company's management lines and management modules such as strategy, human resources, production, operation and marketing.
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