First, the goal of small and medium-sized enterprises to establish a standardized management modelEstablish a hierarchical decision-making mechanism, work reporting mechanism, and communication and coordination mechanism based on rights and responsibilities that are suitable for the characteristics of the enterprise, so as to achieve the goal of reducing internal friction and improving efficiency.
IIAnalysis of the causes of the difficulties in the management transformation of small and medium-sized enterprises
(1) Leading cadres"Privileged thinking" is a haunt: Claiming to be an "old revolutionary", a "shareholder or core team", a "weight in the eyes of the boss", and a "great contribution and meritorious hero", forgetting his most basic identity as a professional manager.
(2) Leading cadres"Empiricism" is a hauntThinking that their cognition of the market and management is correct, they are lazy to learn new knowledge, lazy to study new problems, adopt old methods or leave the attitude of new people and new environments, and more seriously, it is difficult to listen to the opinions of others.
(3) Leading cadres"Egoism" is a haunt: Extremely self-centered, to people and things to promote the de facto "those who follow me prosper, those who oppose me die" words and deeds. Pursue the right to speak beyond the scope of their own position and responsibility. Emotionally speaking: the superior lacks tolerance, the subordinate lacks respect, and the equal lacks empathy; Logically speaking, it means that there is no sense of rules, saying things that should not be said, doing things that should not be done, and not knowing it. The development of egoism to the extreme is a double standard. You can do the same thing yourself, but others can't.
(iv)".Corporate culture "vacantThe core idea of corporate culture is not deeply understood by the management, or when encountering a major conflict of interest, the requirements of corporate culture are put in the second place, the overall interests of the company are put in the second place, and the interests of the department or individuals are prioritized.
(5) Internal governanceThe "rule mechanism" is missing
1. The rule of man is greater than the rule of law, and the relationship between the rule of man and the rule of law is not correctly understood, and the inertia and irrationality reflect the sense of power, security and position through the rule of man;
2. There is no sense of purpose and pressure of goal responsibility, it is good to enjoy the shade under the big tree, and do not put energy into the integration of resources, especially human resources, but have time to engage in "internal friction".
3. The rules and mechanisms have not yet formed a sound decision-making, reporting, communication, and appeal mechanism based on the responsibility of high-quality authors. (6) The "organizational emotional intelligence" of leading cadres is weak
1. The relationship between people, first of all, is the relationship of interests, and then the emotional relationship, a person can not provide value to the other party or meet the needs of the other party, then his value in the eyes of the other party is zero, and the person's (appearance, ability, status, wealth have nothing to do);
2. The interest relationship is mutual, there is no one-way pay, and the relationship between only asking and not knowing how to pay is destined to not last long;
3. The relationship between individuals and organizations is based on the relationship between people, and more importantly, individuals are not allowed to challenge the organization, and personal interests cannot override the interests of the organization.
4. Efficient communication is aimed at maximizing the interests of the organization, and it is necessary to compromise with each other in the same frequency communication that coordinates the pace of strategy. This kind of communication is valuable, otherwise it will only lead to conflict. Emotional maintenance is effective empowerment, and the basis of emotional maintenance is the ability to empathize.
5. A manager can do a stable job in his position due to three factors: 1. Trust from superiors; 2. Subordinate employees support; 3. Peer support. Each of them is a challenge of management ability, and the higher the position, the higher the challenge. We need to deeply reflect on why your subordinates are detached from you, why your peers are shunning you, and to what extent you are eroding the trust of your superiors, especially when you put personal and departmental interests above the interests of the organization.
3. What measures should be taken in the face of the above problems?
1) Leading cadres must have a strong professional mentality, and should not have a glass heart, which cannot be touched or touched.
2) Leading cadres should deeply understand the spirit of "selflessness and self-possession". Let go of your subordinates, take the initiative to take responsibility, let go of personal emotions and value choices that are not consistent with the achievement of organizational goals, achieve yourself by achieving others, and achieve self-success by helping others succeed, the higher the level, the more you must lead by example.
3) Employees must adhere to the organizational concept that individuals must obey the organization, and management cadres at all levels are not allowed to engage in mountaineering, engage in the idea that the needle cannot be inserted, and the water cannot be allocated. Enterprises respect talents, quantity is applicable, but never allow employees, especially management cadres, to negotiate conditions with the company, or even threaten to resign.
4) Leading cadres should handle complaints with a high sense of responsibility. This is a "table-lifting" behavior in the workplace, which can be complained, but it is necessary to complain cautiously, and strictly distinguish the difference between work reporting and decision-making, inter-departmental policy coordination and complaints. The achievement of organizational goals depends on the close cooperation between the management layers, rather than dismantling each other. Taking the "nuclear bomb" level hole card behavior as a solution to the problem in daily work, first of all, there are major problems in the complainant's pattern cognition and communication ability, and more seriously, it is bound to form a hostile mentality between the management layers.
5) Enterprises must adhere to the hierarchical management mechanism based on rights and responsibilities, have a clear understanding of their own job positioning, say what they should say in their own position, and do what they should do in their own position. It is not allowed to report to the next level (unless the complaint and the single work reporting mechanism has been clarified), and things should be done in accordance with the requirements of the company's hierarchical management. Management cadres should have basic professionalism and professional behavior and way of doing things, and think clearly about the difference between emotional communication and work reporting.
6) Leaders at all levels must focus on the goal, work together, help each other, and adhere to one heart. It is not allowed to criticize or even slander superiors or other management levels.
7) We must adhere to the original intention, take the maximization of the company's interests as the highest standard, and take the rules and systems as the criterion. The arrangements for higher-level leaders must be resolutely implemented, and execution is the most basic criterion for judging whether cadres are qualified. Higher-level managers must exercise self-restraint, prudently use the power of overstepping command, and punish the disobedience of their subordinates before they can exercise the power of overstepping command.