New enterprise management model
New enterprise management model, the development of the enterprise is a matter of great concern to all upper-level leaders, and an enterprise cannot be without management, and a good management model can lead the enterprise to brilliant. So let’s share with you the new business management model. New enterprise management model 1
Flexible management: marked by "humanity"
When it comes to management, people often have two misconceptions: one is that it must be called Western; It seems that management is a "patent" for Westerners and has no connection with the East; it seems that management means giving orders and I will take care of you.
However, since the 1960s, with the economic rise of Japan and the "Four Little Dragons" of Asia, which have profound "Chinese culture" origins, scholars including the United States and Japan have begun to study Eastern styles. management has developed a strong interest. People finally discovered that behind traditional management there is a vast field - flexible management.
Flexible management is marked by "humanity" and emphasizes leaps and changes, speed and response, agility and flexibility. It focuses on equality and respect, creativity and intuition, initiative and entrepreneurial spirit, vision and value control. It realizes the transformation of management and operational knowledge from implicit to explicit based on information sharing, virtual integration, competitive cooperation, differential complementation, virtual practice communities, etc., thereby creating competitive advantages.
"Flexible management" is relative to rigid management. It is based on studying people's psychology and behavioral rules, using non-coercive methods to generate a potential persuasiveness in people's minds, thereby transforming the organization's will into people's conscious actions. It is a deeper and more advanced management, and it is a management that fully embodies rationality. Flexible management itself covers a series of ideas about rationality, psychology, thinking, education, passion, manager charm and inaction.
Flat management: remove some unnecessary layers
Traditional organizations are characterized by a hierarchical structure, that is, in an enterprise, its top management, Middle-level and lower-level managers form a pyramid-like structure. The chairman and president are at the top of the pyramid, and their instructions pass through the layers of management and are finally conveyed to the executors; the information at the grassroots level passes through the filtering layers and finally reaches the top decision-maker.
A flat organization means that when an enterprise expands in size, it changes its original practice of increasing management levels and instead increases the scope of management. When the management level is reduced and the management span is increased, the pyramidal organizational form is "compressed" into a flat organizational form.
By reducing management levels, compressing functional departments and agencies, and reducing personnel, the intermediate management levels between the decision-making layer and the operation layer of the enterprise can be reduced as much as possible, so that the enterprise can quickly extend the decision-making power to the enterprise production , the forefront of marketing, thus establishing a flexible new management model to improve corporate efficiency. It abandons many difficult-to-solve problems and contradictions of the traditional pyramid-shaped business management model.
Flat management is aimed at the "pyramid" management of the traditional organizational structure. The pyramid organizational structure is compatible with the centralized management system. In modern enterprise organizational structures, pyramid and flat structures exist.
The reason why "flattening" has become a keyword in modern organizational change is because traditional organizational forms are difficult to adapt to the rapidly changing market environment, resulting in long decision-making chains and slow responses. In order not to be eliminated, Departments that are highly relevant to the market must be selected, decentralized, and authorized to manage, so that while the enterprise group expands in scale, the organizational structure tends to be "flattened."
In particular, the development of modern information technology and the application of computer management information systems have made vertical management in the strict sense of multi-level and layer-by-layer reporting no longer effective. On the other hand, it has accelerated the " "Flat" trend.
Empowerment management: Management is to empower employees
Empowerment and delegation is one of the most popular business terms in recent years. Empowerment means empowering corporate employees—giving them more additional powers. Logically, doing so means giving employees more power to participate in decision-making in pursuit of the overall interests of the business.
In theory, empowerment is to eliminate various obstacles that prevent employees from working more effectively. Its starting point is that the company releases power from top to bottom - especially the power of employees to work independently, so that employees can They can exercise more control over what they do.
The origins of the empowerment movement can be traced back to the 1920s, and the research results of Mary Parker Flatt, a prophet of modern management theory. Many of her research findings are as relevant to businesses today as they were then. Flatt severely criticized the hierarchical corporate organizational structure. She hated the "command and control" leadership style and advocated a corporate management approach that combined more democratic elements. She believes that the experience and knowledge of front-line employees should be fully considered when making corporate decisions. New Enterprise Management Model 2
What are the company management models?
The company management models include family management model, friendship management model, warm management model, random management model, and institutionalized management model. Management model, systematic management model.
The basic framework and method for enterprises to organize their resources and operate production activities in order to achieve their business goals. Typical modern enterprise management models and methods are:
Enterprise Resource Planning (ERP), Manufacturing resource planning (MRPII), just-in-time (JIT), lean production (Lean Production), individual production by category (OKP), optimized production technology (OPT), supply chain management (SCM), business process reengineering (BPR), agile Virtual Enterprise (AVE) and so on.
The advanced enterprise management model is the theoretical basis for realizing integrated management and decision-making information systems.
Extended information
Management models can be roughly divided into: traditional/hierarchical model, interpersonal model, system model and modern humanistic management model.
1. The traditional/hierarchical model focuses on the improvement and improvement of the management system and management technology within the organization, emphasizing the construction of formal or informal groups within the organization, with the purpose of improving the efficiency of the organization and implementing an equal approach for employees. management.
2. Under the system model, the focus of management shifts to focusing on the integrity and goals of the organization, emphasizing overall coordination between people, between people and departments, and between departments. , implement collaborative and interactive management of employees.
3. The humanistic management model emphasizes people-centeredness and the role of individuals in the organization. The central task of management is human resource management and development around how to mobilize employees’ work enthusiasm. The purpose It is to make the organization more dynamic and implement democratic and open management of employees. New Enterprise Management Model 3
15 questions about enterprise self-management
1. About the pain of the model
What is unique about my company’s business model? The product is particularly good, the cost is particularly low, the brand awareness is large enough, the delivery speed is particularly fast, and the scale is large enough? If not, what is the key pattern pain?
This question is to test the model advantages of your own company, so as to get out of the pain of the model in the industry as soon as possible and gain sustainable development space.
2. About strategic direction
What is my company’s business growth target for 1-3 years? Where are the channels and growth points for growth?
This question is to test whether your company has strategic goals and directions in the next three years, to find out where your growth products, customers, and channels are, and to plan ahead.
3. About strategy implementation
What are the key resources and capabilities of my company to achieve its goals? How to obtain key capabilities and resources?
This question is to test whether your company finds internal resources to support it after determining its strategic direction. If it is not enough to support it, you can start implementing it as soon as possible to avoid the company's strategy being frustrated or lagging behind.
4. About corporate culture
Has my company refined its core corporate values? What exactly? What vision, philosophy, purpose do I hope to design and refine?
This question can make you think about whether the company has accumulated a corporate culture, and whether the behavior and style of cadres and employees are consistent with the company's core values.
5. Regarding the matching of corporate culture and systems
Does my company have corresponding systems that match and support the corporate culture? If not, should we consider formulating corresponding systems?
This question can test the perfection of the company's system and the strength of its implementation, test whether the company's commitment to employees is fulfilled, employee development, employee satisfaction, and whether the promise to customers is fulfilled.
6. Regarding the management level of cadres
What is the management level of our company’s core cadres? What are the advantages and disadvantages? If there are deficiencies, do you know the specific reasons?
This question can test the true core advantages of the company's management cadres, whether it can reflect the core competitiveness of key cadres, where the driving force for the company is reflected, and whether the performance of cadres is affected by the system. , mechanism limitations, after finding the reasons, adjustments and incentives can be made.
7. About the process system
How efficient is my company's process? What are the specific shortcomings?
This question can test the perfection of the company's processes. Whether the processes are for decoration, excessive, or missing will affect the operational efficiency of cadres and employees. If so, which processes can be deleted or added.
8. About organization and structure
Is the vertical and horizontal organizational division of labor in my company’s organizational structure clear? Are there shortcomings in cross-departmental collaboration? What is the reason for the deficiency?
This question is to test the rationality of the company's organizational structure, including whether the management level and management span are reasonable, and whether the positions, staffing, and goals are consistent with the strategic direction.
9. Regarding the bottleneck of talent development
Do you feel that there are not enough core and key talents? Or are the key talents on the job insufficient? Have you tried any solutions? What is the effect?
This question can test the company's echelon construction of core talents, such as whether talents in key positions such as R&D, marketing, and finance can meet the needs of the company's development, and whether the ability to solve problems is fast enough.
10. Regarding the matching of talents and organizations
Do you feel that the matching between talents and positions is not high? Do you feel that your talents are not competent enough? What are the reasons for lack of competency?
This question can test whether the company's employment standards, rank system, and qualification system for key talents are complete, and whether there are any problems such as mismatch between personnel and positions, mismatch between salaries and positions, etc.
11. Regarding the construction of talent echelon
Are there gaps in the talent echelon? If a core talent leaves, will the business be greatly affected? Is there talent available internally to fill the position?
This question is also a question of whether the company has enough talents. Is the company's operation very dependent on a certain person? The lack of a certain person will affect the normal operation of the company, as if the sky is falling. , if this problem exists, the boss should pay special attention to it. No matter how critical the talent is, one day he will leave, and successors should be trained as soon as possible.
12. Regarding performance analysis and diagnosis
Has performance analysis been conducted periodically? Have the reasons for non-compliance been identified?
This question is to test whether the performance of each department of the company is up to standard, especially whether the financial indicators of sales, production, products and other departments are ideal.
13. Regarding performance and employee motivation
How is the creativity of company cadres and employees? How about positivity? Is it related to performance incentives? What are the shortcomings? Want to design a motivational performance system?
This question is to test the effectiveness of the company's performance system. Is there any indicator that only stays on paper? The implementation of performance is just decoration and dispensable. Is the implementation of performance just for salary deduction? A tool loses its meaning if it loses its motivation.
14. Regarding performance and talent stability
Are talents too stable? Is your talent highly mobile? What is the specific reason?
This question can test the company's performance incentives and the fairness and rationality of performance-based pay. If cadres and employees are too stable or have too much mobility, the reasons must be analyzed from the aspects of performance and pay.
15. Regarding basic work
Are there any risks or loopholes in the company’s basic work? Is employee relations management balanced?
This question is mainly to test the legal risks in the company's daily work, whether the labor contract and labor relations are complete, whether the management system is cold, rigid or humane, and the maintenance of employee relationships will reduce legal risks. , enhance the company’s reputation as an employer.