What Are The Requirements For SME Management?

    　1.决策程序化

The first problem to be solved in the overall standardized management of enterprises is the standardization of enterprise decision management.

Enterprise decision making problems are often directly related to the survival or death of enterprises. If a mistake is made, it is possible to put the business to a dead end.

On business decision making, "99=1".

That is to say, the 99 decision is correct, and the continuous development of enterprises has been realized. However, the 1 failure of decision making is likely to cause the enterprise to fall into the abyss so that the development of the 99 correct decisions will vanish.

When we talk about the overall standardized management of enterprises, people think more about how to make employees behave according to rules, and seldom think of standardization of decision-making management so as to reduce decision-making errors.

However, the failure of decision-making is more serious than that of employees' behavior.

Top management and even top leaders are usually used to making decisions.

It is either a dictatorial decision or a promotion of democracy.

This is the most important reason for the unstable development of enterprises.

When the picture was clap, the enterprise got a development; the wrong shot made the enterprise stagnate and even got into trouble.

Without standardized decision-making management, enterprises can only operate in such a hovering.

To ensure that the development of enterprises is not easy to get round, the first problem to be solved in the standardized management of enterprises is the problem of making decisions by making decisions.

That is to say, the decision-making management procedure is scientific based on the integrity of decision contents and the scientific decision method.

Decision making is incomplete, and there is no way to ignore it. There is no scientific way to make decisions. It is not a person who takes a picture of the head. It is everyone who pats the head, making decisions without procedural management, and even when there is no constraint on the time to shoot the head. The enterprise can only be like a mouse in a black bag, and it is arched in the East and arched in the West. It is lucky to bump into the bag bag and get a life and development.

If you can't touch this hole, the importation can only be trapped in this black cloth bag, exhausted and dying.

The realization of decision-making process means not only to make systematic decisions, but also to make decisions with scientific methods, and to restrict decision-making activities in the established procedures, so as to avoid the influence of knowledge structure, emotional fluctuation, emotional impulse and value preference of decision makers, so that any decision of enterprises is the best choice to promote the development of enterprises.

　　2.组织系统化

The enterprise is an organization, no one will doubt this, but the enterprise is also a system.

There are many subsystems inside it, and itself is subject to a larger system, a subsystem of this larger system.

But in reality, when it comes to enterprise organization, people always think of the president, general manager, office, finance department, production department, sales department and so on. It seems that enterprises are like children in the same house. They move a few bricks with labels on it. The brick represents the production department, the brick represents the finance department, and a brick represents the office. Finally, a few bricks represent the chairman, the president and the general manager.

As a matter of fact, every department and every post is derived from the target function requirement of the corresponding subsystem in the enterprise system.

Peter.

In his fifth discipline, Shengji emphasized the importance of systematic thinking.

But most of our business managers do not know how to think systematically, nor do we know that the construction and operation of enterprise organizations must be strictly based on systematic thinking.

The systematization of enterprise organization emphasizes that the unit, department and post role of the enterprise must be established and coordinated strictly according to the objective function and requirements of each subsystem of the enterprise and the relationship between them.

Each unit, department and post role must be clear and bear the target function of the corresponding subsystem; the role and function of each unit, department and post comes from the goal function of the corresponding subsystem of the enterprise system.

If there is no clear correspondence between the two, chaos and low efficiency are inevitable.

　　3.奖惩有据化

Why should enterprises implement rewards and punishments?

Because every employee in the enterprise has his own independent interests, no one will learn from Lei Feng, and he will not contribute to the enterprise for no reason. Therefore, rewards and punishments must be given to encourage.

Employees have made efforts for the development of enterprises and made contributions. They must be satisfied with certain interests and desires. This is the reward.

If the employees do not work hard and are not responsible for the losses, they will deprive them of their interests and desires. This is punishment.

Such rewards and punishments must be agreed in advance.

What kind of reward and reward should be made and what they have done, and where they must be punished because of inertia expansion, what punishment should be punished, and how much punishment they must have.

Otherwise, the enterprises will implement rewards and punishment as they like. Employees do not know what kind of behavior will be encouraged, what kind of behavior is prohibited and intolerable, and their behavior will inevitably be at a loss.

If employees can only look at the boss's eyes and preferences and can not predict their consequences, employees will never be able to become active, let alone play a dynamic role and creativity to contribute to the enterprise.

An enterprise is not a combination of factory buildings and office buildings, but an organization that relies on the efforts and contributions of employees to create value for enterprises.

Without the initiative and creativity of employees, there will be no survival and development of enterprises.

　　4.业务流程化

The so-called business process is to achieve the goal of enterprises, the role of each unit, department and role must be done in accordance with the objective function requirements of the subsystem that they respond to, establish the process specification of action, and coordinate the relationship and standardize behavior through process specification.

Let enterprise management be managed by individual managers who want to do whatever they want, and to the process management of enterprise development goal oriented.

The implementation of business process management in enterprises is to break the traditional state of organizational fragmentation and implement the process control led by the enterprise development goal. Under the premise of clearly defining the business work and serving the development goal of the enterprise, we should relax the mandatory division of each individual job responsibility, and no matter from every aspect of every activity activity of the business process, we will no longer come up with the norms and standards from the outside of the business process.

Every step in every activity and every step, and what to do and what to achieve, the process commitment personnel makes flexible restrictions according to the actual situation, so that everyone's responsibility in the process presents a boundless state, and each person bears responsibility for the objective function of the subsystem of the enterprise system.

Therefore, streamlining can make the coordination and cooperation of the enterprises no longer rely solely on the rights or interpersonal relationships.

In the process, everyone has their own responsibility limits and standard requirements, but they are not limited to such responsibilities and standards. They have the obligation and responsibility to cooperate, support and help each other unconditionally.

No more power control between the upper and lower levels. Everyone works according to the established process requirements. Everyone's behavior must obey the requirements of this process.

There are no more intolerable levels. Each employee contributes equally to the survival and development of an enterprise.

Although the value and contribution made by enterprises are still different in size, they are completely equal in terms of personal dignity.

The difference between right and status is the result, not the cause.

That is, because he has made much greater contributions in this process than others, so that other stakeholders in the process admire and respect him from the bottom of his heart, so that he enjoys higher status and greater rights than others.

The unpleasantness of registration power can be basically eliminated through the specification of process management.

Only in this case can employees become the cells with sufficient firepower for the survival and development of enterprises.

However, there is another problem that must be mentioned. The standardization of enterprise business process management is the normalization of enterprise's way of doing things, and it is not the mode and rigidity of employees' work procedure.

Although the standardization of business process management requires the behavior procedures and standard requirements of internal staff behavior, it does not necessarily mean that such procedures and standards need to be fixed.

Any employee who enters this process can find a more effective way of doing things and integrate them into the existing business processes through established procedures, that is, developing and redeveloping business processes.

　　5.管理行为标准化

The overall standardized management of enterprises is not only to specify the behavior standard for their subordinates, but to focus on the specified standards for managers' behavior.

Therefore, the key to the overall standardized management of enterprises is the standardization of managers' behavior.

There is no standardization of managers' behavior, and no standard is necessary for managers to carry out management.

In reality, it is a common weakness to regulate the behavior of managers themselves.

Many people have also fallen into a misunderstanding that it is a kind of artistic management with personality characteristics that managers should implement their own preferences and make management behaviors become unpredictable.

This has become an excuse for managers to resist the standardization of management behavior.

Management behavior is the process of implementing management itself. In enterprise management, if the standardization of management behavior is removed, the standardized management of enterprises is only half the content.

The standardization of management behavior emphasizes that the requirements for the management process of managers should be specifically defined, including effective communication and authorization, how to conduct fair and objective performance appraisal, and how to reward the employees' positive performance and contribution.

These contents must have specific behavior standards, and in such a standard of conduct, we can not arbitrarily carry out "innovation" and "discount".

This standard established for management behavior is the minimum requirement for managers, and each manager can do more and more effectively. But first of all, we must standardize behavior according to this standard, control the management behavior of managers, and manage goals and management results easily.

　　6.绩效考核定量化

Performance appraisal is the core work of enterprise management. The problem to be solved is to know people and understand people, so as to provide basic basis for employing and retaining people.

This is common sense.

In an enterprise, whether the scale of the enterprise is large or small, it is necessary to quantify the contribution of everyone.

Through this quantitative evaluation and analysis, we should grasp its strengths, weaknesses and potential, and use its long and short to explore its potential. More importantly, everyone's self-worth can be realized through the contribution made to the survival and development of enterprises.

Only in this way can we achieve the development goal of the enterprise through the realization of individual goals.

The quantification of performance appraisal is a basic requirement for efficient management.

But in reality, this quantification is true and false.

The real quantitative performance appraisal is an objective and quantitative evaluation of the efforts and contributions made by employees.

False quantitative performance appraisal is just a quantitative description of the subjective evaluation of management staff's performance.

Here, it is difficult to ensure that the evaluation is fair, fair, objective, accurate and comprehensive because it is the subjective evaluation made by managers according to their own feelings.

Therefore, this quantitative description is difficult to reflect the true degree of the efforts of subordinates and the actual size of their contributions.

Only by achieving a fair, fair, objective and accurate realization of the quantitative performance appraisal on a comprehensive basis can we help improve the information and initiative of subordinates' contribution to the achievement of enterprise goals.

False quantitative performance appraisal can not do this, on the contrary, it will only encourage subordinates to ingratiate themselves with supervisor and opportunistic, because his performance score depends entirely on his supervisor's words.

　　7.权责不明晰化

Unclear power and responsibility is a common problem in the management of low efficiency enterprises.

Employees seem to have a lot of power, but they have no specific power. Everyone seems to have taken on a lot of responsibility, but no specific responsibility has been found.

It's like a joke:

There is a man who boasts that he is the most important person in his family. He says he cares big and takes small responsibility.

Another asked him, "what is your major event?"

"For example, who will be the president of the state and discuss and discuss the fate of the future of the country, I shall take care of, and the trivia of family income and expenditure will be governed by my wife."

He replied.

"What are your little responsibilities?"

I am responsible for buying grain, cooking vegetables, cooking, washing dishes, toilet and so on. My wife is responsible for buying houses and furniture.

Is the power and responsibility unclear here?

It seems to be a clear analysis.

But at the first glance, it can be seen that this power and responsibility are not equal, and the responsibilities and the powers that are owned are not relative to the same target. This is not a clear right and responsibility.

The most fundamental requirement of power and responsibility is that the responsibilities and the powers that have the same object are defined equally.

Cao is not responsible for power and has no power to assume responsibility.

No one will work hard to perform his duties. No one will restrain himself. Such management is bound to be chaotic and inefficient.

Many enterprises are confused in management.

There is no contradiction between the clarity of responsibilities and the boundless responsibility of process management.

In the process, everyone has corresponding responsibilities, but everyone is responsible for the responsibility of the whole process, and the responsibility of the whole process is only a basic requirement.

If a particular individual is not able to undertake this responsibility well, there will be others to help, not because of the difficulty of the specific individual's responsibility, but the person who has fulfilled his responsibilities through others' help will also introspect his work from the inside and blame himself.

Or make greater efforts in the next stage of work, and help others in the premise of completing their responsibilities.

　　8.目标计划化

Setting goals is determined.

There is a Chinese saying that "Li Changzhi with ambition, Chang Lizhi without ambition".

Goal planning emphasizes not only long-term goals, but also long-term goals with specific measures to ensure long-term goals.

Goals and measures are relative. Strategic measures are specific measures relative to long-term goals. But relative to short-term measures, it is a goal in itself.

Li Changzhi, a aspiring person, aims to seek and strive for short-term goals and achieve long-term goals by establishing long-term goals.

Chang Lizhi, who has no ambition, is a disconnection between short-term goals and long-term goals, or without long-term goals.

Goals are being set at three times, but goals can never be achieved.

It is emphasized that the goal and plan of enterprise management and management is to emphasize that enterprises must have broad pursuits on the one hand and can not be short-sighted. On the other hand, they must start from reality and work down-to-earth, and must not be too lofty and far from reality.

This problem has not attracted enough attention in the real enterprise management, which often leads to two results: first, there is no long-term plan for enterprises to operate, and they are too market-oriented to implement short-term actions, which results in the inefficient use and development of enterprise resources, and the greater the overall efficiency of enterprises.

Two, there are long-term plans for enterprises, but there are no specific and effective plans and measures to match them. As a result, the established long-term goals are lost and become meaningless empty words.

This problem is a universal problem in the actual operation of enterprises.

Therefore, the overall standardized management of enterprises must solve this problem as a basic objective requirement.

　　9.措施具体化

One of the greatest characteristics of management in world famous enterprises is to control the details of the measures.

Their management is not only a principled requirement for behavior, but also a clear specification of every detail of an enterprise's activity.

Their performance is achieved by such a management which focuses on measures and details control.

This management of attention to measures and details can play a universal role in the wisdom of Homo sapiens.

The detailed standard of the measures they make is based on the results of the outstanding employees' behavior. Ordinary employees act in strict accordance with the behavior of the outstanding employees, and they can also achieve outstanding achievements that outstanding employees can achieve.

Taylor, the father of scientific management, is carrying out scientific management through this way of thinking.

The gap between our domestic enterprises and world famous enterprises is in this area.

Do not pay attention to details, leave details to the employees themselves.

The personal qualities of employees are different, and the way they do things will also be different. The effectiveness of doing things will inevitably result from the differences in the way of doing things.

In the world famous enterprises, the new recruits can be familiar with the duties of their posts three days after they have been on duty, understand their positions, understand the specific standards of work methods and methods, and fully enter the role.

But in most of our domestic enterprises, the majority of new employees will need at least three months to estimate this.

That alone has widened the gap between us and the world's leading enterprises by 30 times.

In a market economy, each person averaged eight times a lifetime.

Therefore, in Chinese enterprises, each employee will spend an average of two years of effective working time due to job hopping, while in a well regulated world famous enterprise, it will only take 24 days of effective working time.

Obviously, to eliminate the gap between Chinese enterprises and the world's advanced enterprises, we must rely on measures to concretely achieve the goal requirements, so the concrete measures must be the basic objective requirements of the overall standardized management of enterprises.

　　10.过程控制化

A characteristic of extensive management is the result, regardless of the process.

But when the result has already appeared, the process control will not be able to recover the loss.

Process is the premise of result formation. Only by controlling the process can we control the result.

One of the most basic requirements of efficient management is to control the process before the adverse results occur, so as to avoid the occurrence of bad results.

The result is reality, the real thing can only accept it, can not change it; to avoid the result that is not desired, we must keep the process before the result appears, which is the most basic requirement of process control.

In strict sense, when managers have to impose penalties on managers, their management has failed.

The purpose of management is not to punish people, but to enable them to work hard and do their work creatively.

The failure of managers to do a good job is in itself a failure of management.

Therefore, we should seize the process, and when managers are unable to work creatively and creatively, we can make him work actively and creatively through management.

We can not wait until the final adverse results appear, and then pursue his responsibilities and punish them.

Process control is to emphasize control in the process of things development, avoid the occurrence of the process that should not happen, and prevent the occurrence of the consequences that should not happen.

Therefore, in order to ensure the full operation efficiency of enterprises, we must reach the goal of control process.

　　过程控制化与措施具体化在要求上存在很大的关联性，但二者的要求并不完全相同。过程控制化强调的是企业整体规范化管理，必须调整一个观念，把管理的重心从对结果的关注高速到对过程的关注上来，避免当不良后果出现后，再对责任人进行处罚。措施具体化则是强调要把所确立的目标和好的设想，具体到达成目标、实施设想的具体措施上来，不能做不切实际的空想。