Management learning and innovation of small and me

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Management of small and medium-sized enterprises: learning and innovation are indispensable

at present, the management status of small and medium-sized enterprises in China is divided into three types: first, the "management" without management; Second, there is management, but the form of expression is relatively extensive; Third, there is management, but it is not the crystallization of the natural development of its own enterprise, but "parked products", which basically belongs to the "copy" type. Now they are briefly analyzed

1. There is no "management", that is, the enterprise does not have a fixed management mode and acts only by command and command. This is particularly evident in the newly established or soon established private family enterprises. In this kind of enterprise, there is no organizational structure and clear division of labor. Often an employee has to hold multiple positions, and the element of rule of man runs through it. The management of the enterprise depends on the consciousness of family relations. Orders or commands fill the whole process of enterprise management. Usually, a core leader is in charge of the top and bottom of the enterprise and the development lifeline of the enterprise. Once this spiritual pillar collapses, Enterprises are facing a variety of crises. Because this management completely depends on family affection to control the enterprise, it has many instabilities and uncertainties. To a certain extent, it will seriously hinder the development of enterprises

2. Managed but extensive. This accounts for the majority of small and medium-sized enterprises that have just passed the critical period of survival. These enterprises are in the non-standard period of development and are the product of a typical enterprise transformation process. The distinctive feature of such enterprises is that they have management system, organizational structure and rules and regulations, but they have not been implemented. In such enterprises, the makers of the management system are also used to manufacture the cylinder head, gearbox and piston of the automobile, which are often the same department as the executor. As a result, the system and management become a mere formality, and there are serious phenomena such as failure to abide by the law, lax law enforcement, failure to correct violations of the law, incomplete correction and so on. In this kind of enterprise, the words of some leaders may make the management system ineffective, or exempt from punishment, or receive awards at the first prize. They do not act according to the "rules" at all, and the rule of man is superior to the rule of law, so that the enterprise has no rules to follow. They can only act by looking at the face of the leaders or guessing the thoughts of the leaders. In the end, the enterprise is often hoodwinked, and everyone dares to be angry and speechless until the enterprise is besieged on all sides, Enterprise leadership can wake up

3. There is management, but it is seriously ahead of schedule, and the management form is not matched and coordinated with the actual operation of the enterprise. This is common in some small and medium-sized enterprises with a certain scale and strength. Such small and medium-sized enterprises have developed to a higher stage and are eager to transition to large standardized and managed enterprises. Due to their "radical" or "eager for success", they often "copy" the organizational system and rules and regulations of some large enterprises by relying on external forces or taking the form of "digging" or "taking" from similar large brand enterprises, and often "swallow them alive", regardless of whether they can digest them or not, The result of this blind introduction is to abandon their own good tradition and management mode, and mechanically put on their own "too fat" management "coat", so that the actual situation of the enterprise is decoupled from these too standardized and advanced management modes, which brings discomfort to the enterprise, so that the management content is divorced from the actual situation of the enterprise, and it is often difficult to play its role. Finally, the management of the enterprise gets twice the result with half the effort, and the effort is not pleasing

the way out and trend of small and medium-sized enterprise management

if small and medium-sized enterprises want to truly standardize and find a suitable management mode, they must adhere to a principle: the management module should be matched and coordinated with the actual situation of the enterprise, and the appropriate is the best; Master two tools: the software displays 105mm; Fill in the corresponding value and click the button to complete the calibration, that is, learning and innovation. Innovate in learning and learn in innovation. Only when the enterprise has the above methods can its management continue to be powerful, flourish and embark on the road of standardization

1. Adhere to the principle of supporting and coordination: the so-called management is a series of behavioral processes in which the enterprise decomposes, plans, implements, checks and modifies various strategic objectives through organizational activities, which is often referred to as PDCA management process cycle. This management process is also applicable to small and medium-sized enterprises. However, small and medium-sized enterprises should adhere to the principle of supporting and coordination when choosing the management mode

the supporting facilities mentioned here are the introduction of management mode, which should echo and match with the development stage of the enterprise. For example, when establishing the strategic framework of the enterprise's organizational system and organizational process, we should fully combine the actual operation of the enterprise, that is, we should establish a relatively perfect functional department, avoid overstaffing and too many virtual posts, and try to make the best use of people and materials on the premise of fully considering the operation cost

the coordination mentioned here refers to the application of management tools and means, which should adapt to the management level, management platform and management strength of the enterprise. For example, some small and medium-sized enterprises, when their own monitoring system has not been established, copy the various practices of some large enterprises: issuing a large number of work forms, carrying out approximately harsh process assessment, and formulating "voluminous" management regulations. As a result, due to the lack of professional control and supervision process, they excessively pull out the objectives of the college entrance examination, In the end, not only did a large number of forms (the content on the previous page of the letter) not play their due role, excessive assessment caused a large number of personnel loss, but also made the enterprise's management system ineffective and had to be shelved. It was a waste of money, but it could not play its due role. Therefore, the management of small and medium-sized enterprises must pay attention to coordination and applicability. Only when the management means and tools correspond to the development level of the enterprise, can their effectiveness be maximized and the management level be raised to a new level

2. Create a learning management organization. That is, the management mode of small and medium-sized enterprises should be continuously improved and improved in learning, rather than blind introduction and utilization. In the process of management, small and medium-sized enterprises should constantly learn some good practices of large enterprises, but it does not mean to learn all of them, even including "dross", but to learn the essence of their successful management, better distinguish them, learn to "make the past serve the present and foreign things serve China", and constantly think, "learning without thinking is lost, thinking without learning is dangerous", think in learning and learn in thinking. Rather than like some small and medium-sized enterprises, they regard the management mode of some large enterprises as the "scripture" and greatly pursue and promote it. They even promote it in the enterprise without considering their own resource support. The final result is greedy for perfection. They originally wanted to eat a fat man in one bite, resulting in "indigestion" and a mess of enterprise management order. As an invincible position, small and medium-sized enterprises must learn to "extract the essence and eliminate the dross" in the process of management. Only by establishing a management organization that knows and learns, can SMEs enter the market in the future market competition, thus making the government smooth and flexible, and invincible. p>

3. Learn to innovate in learning. What is the purpose of learning for small and medium-sized enterprises? Is it "plagiarism" or "copying" without missing a word? The answer is, of course, No. The reason why small and medium-sized enterprises want to establish learning organizations is that they should constantly innovate in management methods on the basis of learning, so as to find out a set of management mode suitable for themselves

so what are the management innovations of small and medium-sized enterprises

first, organizational innovation; That is, in the process of learning some big brands, small and medium-sized enterprises should learn organizational process reengineering and timely add or delete some organizations according to their own development process and stage. For example, Anyang Jianfeng cake factory set up the overseas trade department and directly affiliated marketing company in 2005 in order to expand overseas exports, which played a professional effect

Second, institutional innovation; That is, small and medium-sized enterprises should constantly improve their rules and regulations in the learning process to make them closer to the reality of operation and market. Rules and regulations do not have to be large and complete, but they must be practical and executable. For example, in August 2005, Guohua company launched a process reengineering plan to meet the situation of enterprise development. One of the important contents is system innovation. The core of this innovation is to quantify and refine the post responsibilities and implement the objective system, so as to make the assessment grounded

Third, innovation of incentive methods; An important measure for small and medium-sized enterprises to attract talents is a challenging and competitive salary incentive mechanism

therefore, in the process of management, small and medium-sized enterprises should constantly increase the intensity of incentive. On this premise, they should constantly innovate incentive methods to better stimulate people's combat effectiveness and potential. For example, a small and medium-sized enterprise that the author has served, in the salary design scheme introduced by the relevant person in charge of Guangzhou leibangshi chemical building materials Co., Ltd., has set up seniority subsidies and travel accident insurance for marketing personnel for the first time, which shows the humanized management of the enterprise, strengthens the cohesion and centripetal force of employees, and makes the sales volume and profits rise steadily. It can be seen how important the management mode innovation of small and medium-sized enterprises is in its development process

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