Xu Wei
Mr. Yao is the old year of Shanghai Auto Parts Company. The company is created by him. Although it is not large, it has a business to have a business in the auto parts factory in Southeast Asia, business is still a red fire. Every day, Mr. Yao has to deal with a bunch of affairs. But recently, Mr. Yao has become the first thing to revisit yourself yesterday's "Management Diary" - this is a habit of studying after studying the MBA course every week.
Mr. Yao believes this is a good habit. Compared with the start-up period, Mr. Yao's company has a very large environment of the country's auto industry, but Mr. Yao is not easy. At the beginning of the entrepreneurship, the company's sales decisions were said that he said, and he couldn't talk about who will supervise. With the company's tray, the business link is getting more complicated, Mr. Yao is neither a matter I can't control the company's operational process. Nowadays, the heavy stone pressed in his heart is no longer the origin of the original business every day, but the fear of the advanced management method is extremely desirable to enter. Finally, Mr. Yao chose to learn MBA and determined to build a valid management mechanism in the company to allow companies to operate independently.
In fact, the difficulties faced by Mr. Yao are not a case. For most domestic private enterprises and joint-stock companies, management has become the focus of concern and focus on their concern and focus.
Mr. Lian, who studied MBA in Northern Guanghua School, told reporters that now from Dongguan, Dongguan and Jiangsu, Zhejiang Province, the business owner of learning management courses is simply "indiscriminate", and it is a dial group. "They seem to have questions that I can't finish." Mr. Lian said. Different from Honest Honesty, the "department" of the School of Management, the teachers and students of the School of Management, clearly feel the urgentity of these enterprises to learn advanced management, and their enthusiasm for solving practical management issues with the knowledge used by the knowledge.
Let us go back to Beijing in Beijing, maybe I can feel the urgent "pursuit" of the business owner for management.
In mid-June, the famous GE Group CEO Welch brings us a legendary Beijing trip, which has triggered a sanctuary, actually acting as a middle school student generally showing a "chasing star" boom. This allows the person in charge of the birthplace of this event, Zhou Fei can't afford: "Welch to China to talk to entrepreneur, because he is interested in China, but I didn't expect China to thousands of companies. The home is a big enthusiasm for Welch. "Zhou Fei revealed that when they made publicity to the company," Welch "is their only" selling point ".
It turns out that Zhou Fei's feel is completely correct. Whether it is 4,800 yuan, it is still a VIP set of 30,000 yuan, and sales are surprisingly. In CCTV's conversation, Chinese entrepreneurs' enthusiasm will be impressed by Welch. What is leading, Li Dongsheng, Chairman of TCL, and General Manager of China Resources Group, Ning Gao Ning, a series of issues to Welch on the spot, and hoped that this management master was dial. Not exaggerated, Chinese entrepreneurs' expectations and enthusiasm of management have "provoke" to the trip to Welch Beijing to a brand new heat.
However, the facts behind the heat make people feel difficult to easily. After more than ten years of market economy, many companies are being trapped in trouble, and there is a variety of problems, and management has become the pain of many small and medium-sized enterprises!
Bottleneck
At the beginning of June this year, Wanda Pei was arrested in Shanxi in the DVD industry. It is reported that the large shareholders in King Jizheng will give Wantong's huge funds for the ST Tianlong of the listed company. After more love, the step-by-step TV machine brand has a good fortune, and how long is Jin Zheng's problem to live a hot spot in discussion. Although many media are more keen on pursuing the truth of Jinzheng's funds, hidden behind market capitalization, shareholding ratio, is the deep contradiction in organizational architecture, power distribution, personality correction, strategic decision, etc., and these It is undoubtedly a category of enterprise management.
More than one month, the media broke the paper in July, and the owner of the patriarchal ownership, and its products were produced from the small workshop. An Merger accused the media "reported the identification" in the beginning, but the information of the media comes from the original vice president of Amel, and there is a lot of data testing, and Anmel cannot make a strong refutation, and ultimately recognize its product quality problems. This comment indicates that An Mill wants to be denied, pushing responsibility to the media, "playing" to save the brand reputation, but he forgot to have its own management problem. The financial management of Amel has led to a crisis in the core business of the company, concealing the facts, and the practice of maintaining the appearance is not a fire. In the past two years, there have been a lot of companies that have caught this kind of trouble in China, and some are serious to face the cruel reality of death. For example, the Coloni Group has fallen by the pioneer of the original education software to pay for employees; the Top Group has been exploded to have a loss of hundreds of millions of dollars after recruiting the movement of a lot of time.
For a short time, the company is actually "furnishing zero" in a short period of time, which is really sigh. And the banner of Lenovo has established a more scientific management organization structure, but also becomes an object of industry side because of repeated mistakes in strategic decision-making. At recent, there is also a "insider" reported by User's Black Cave. These exposure problems, more or less reflecting the rear shields of some listed companies in China, but also caught in danger of lack of scientific investment operations. The facts of the pieces have revealed that the management vulnerabilities of Chinese companies are not enough.
Management issues are first highlighted in private companies. Private enterprises are generally unparalleled, most of them are small and medium-sized enterprises or growth enterprises. In the deepening of China's market economic reform, small-scale private enterprises have developed very rapidly. Now, the government has restructured national-owned enterprises, proposing the "National Retirement", and the Constitution to protect private property, the large environment of private enterprises has relatively loose, and there have also been more development opportunities. According to the investigation of the National Federation of Industry and Commerce, the annual income growth rate of private enterprises in the past two years has exceeded 17%, which has been higher than GDP growth. It can be seen that private enterprises account for increasingly important status in the national economic system.
Internationalization and diversified bumps
High-speed development of private enterprises collided with management "pretty". After experiencing the high-speed development since the reform and opening up, many private companies are exploring diversified and international roads, and in these two directions, many management issues of enterprises have been exposed, and the most representative Appliance industry.
A lot of young people around 30 years old remember that when they started using TV, the refrigerator, the whole home appliance market was the world of Japanese brands. A good product is Japanese original, poor is also assembled. It is in such an environment, China's home appliance companies have become rapidly developed in several years, and ultimately occupy the domestic market. Now, these home appliance companies should face it is the cruel competition and the arrival of the micro-era. So they have to consider how the enterprise is going to go, how to maintain the development of the enterprise. In this process, there are many brands that are well known to those who have no longer exist, and some of the remaining enterprises have embarked on a diversified road.
From the original seller market to the current buyer market, the original single product production is diversified, such changes are a challenge to the management of the company. In this transformation process, it is not valued by people. Management problems are finally launched.
Because anything is no longer produced, it can be sold, and the company has to choose which business direction; because of the broadening production, the company will expand profit, so the company will plan how to solve human resource distribution, enterprises Problems such as structural adjustment, production process transformation. In addition to the transformation of the production process, from decision-making to the implementation of the specific link, everything is attributed to the category of management. Enterprises who lack the management experience under the market economy suddenly encounter so many new problems, caught in trouble, and even if they are full, they are not surprising.
Even successful companies that are more successful on the diversified road, still have to encounter the management challenges of "internationalization" exploration. For them, this is even a new field. After all, internationalization first requires corporate management and internationalization. Even in the diversification and internationalization of Haier, the overall look is more smooth, but it has also been bumpy, even being questioned by the outside world. Diversified development and international exploration, of course, will not be a unique field of home appliance companies. As a domestic private enterprise, it is necessary to face the process. It is necessary to step through the bumps. Enterprises must begin to learn how to improve management and meet challenges.
Confused due to development
It is because of this almost "instinct" demand, private enterprises have exploded a scene of "Beijing Punish Wellch". Zheng Ming, a professor of the University of Renmin University of China, in interpreting this management boom, believes that its external reason is that the current enterprise management needs to adapt to economic globalization, and the new environment of the 21st century has put forward higher requirements for enterprise management; The internal reason is that my country's market-oriented economic reform is now, the large framework of the market economy has formed, and the competition is gradually ordered, so the requirements for enterprise management "naturally improve".
"For many domestic private companies, they are experiencing the process of managing the development of scientific management by the past experience." Zheng Ming said. The founders of private enterprises have been successful with individual capacity and efforts, so they rely more on their own experience in the way of business operations. After more than ten years of development, these original forms of enterprises have reached a large scale, and they basically walked out of the future. Now the company generally uses large-scale production, so in the past workshop business methods can no longer adapt to the needs of enterprises. In addition, many successful private companies have the first generation of corporate leadership and second-generation handover, which is also a challenge. If new business leaders can't make adjustments to the original development bottlenecks, companies will have problems.
Zheng Ming understood that after the starting stage of relying on the price, the problem of breaking through the bottleneck has been in front of many companies, and they have to use the first to use the means of management, and the management is getting more .
Jiang Xu, Chief Adviser of the IBM Greater China Business Consultation Department, also believes that in the past, Chinese private enterprises in the past are in the state of rapid development. In the early stages of reform and opening up, there are a lot of development opportunities in all walks of life, and companies are relatively easy to do. When developing to a certain scale, some companies are very confused when they face a variety of development opportunities in the market; some companies are too eager to expand the marketing goals, plugging the seedlings, excessive expansion, and have nothing to do in their own fields. Opened the stall, because the so-called "diversified", the case of failure is not a small number; there are still many private companies to rely on bank loans as the strength of the company, once the financing environment changes, corporate financial resources will not keep up. It has caused a crisis such as a fund chain break, which has a lot of examples of enterprises in this crisis. "Entrepreneur is keen to learn management is a very good phenomenon." Jiang Xu said, "Although Welch's management ideas may not be suitable for all companies, the management of management is connected, that is, the development of the company must step, be careful "
Ingredients
The truth always said that it is easy to do. SMEs need to turn to scientific management by empirical management. It is already a consensus, but it is not easy to implement it in a specific case. Behind the various management vulnerabilities exposed in SMEs, there are some common problems. Obviously, anatomy these common challenges are the key to breaking through the management bottlenecks in the enterprise.
The IBM Industrial Enterprise Ministry of Industry and Commercial Ministry of Made in China has played a year with the domestic private enterprises. He is in his own experience to reporters, and China's SMEs currently need to solve seven problems.
First, the phenomenon of "昙 昙 一" in Chinese companies has always been a problem that economists are committed to answering. For a company, make money is not the ultimate goal, it needs to be done, take the money earned today to support the development of tomorrow to achieve its highest goals and continuously keep it. Therefore, the development plan of the layout company, establishes the development goal is the core problem of the enterprise. "Strategic decision is that most companies in China have not solved their problems, that is, many companies don't know how to find their own core competitiveness in an open market environment. Many companies have decided to enter a certain field, complete It is an experience or feeling of corporate leaders. This decision has caused many companies to have a mistake in operation direction, so we first consider strategic issues to ensure the heads of the company's sustainable development. "Xu Zheng said.
Second, "doing big strongest" is also one of the most concerned topics in China in recent years. There have been economists against domestic enterprises to pursue "doing big strongest". They think that they need it more, and they are steady. However, the idea of this economist was opposed by some entrepreneurs. They think that if they don't do it, there is no chance in the future. In fact, the pursuit of enterprises is not wrong, and the pressure of the external market environment is increasing, "doing big strongest" is a problem that domestic private enterprises must face. However, "doing big strongest", "strong" is the key, only big, only face life, I am afraid it will not have to support it. "At present, companies should do to solidly regulate management, should not be anxious, should be long-term planning." Professor Zheng Ming said that, just like "refined management" now, many companies have to do meticulous work. "Although foreign famous companies are already saying 6 Sigma, many companies have can't do it, and they are still useless." Zheng Ming said that domestic companies have a strong wish worthy, but if not Be actually to do "show" is not feasible.
From a good side, Chinese private enterprises have always been rapidly developed in more than ten years. Many companies go from the original regionalization operation to the whole country, even towards the world, and their business scope will also be diversified from a single direction. Many domestic companies are even in GE, Siemens is a role model, and the dream has achieved diversification. In this case, how to establish a problem with the management model that can improve with the strategic improvement, it is in front of the company. This may be "flexible management" is the reason why it is frequently mentioned. The so-called "flexible management" is also part of scientific management, which emphasizes management flexible strain. In fact, IBM and "on-demand" initially advocated also emphasized the ability to strain. Professor Zheng Ming added that although now affects the factors of enterprise management, more and more complex, the strain capacity is indeed very important, but "the basic link required by scientific management with the current market environment is the same. the most important".
Misunderstanding
In addition to the problem of strategic objectives, doing bigger, strain mode, etc., domestic companies urgently need to solve specific problems included in the management process. Management is to implement, "For any company, people are the most critical factors." Xu Zheng said, in addition to attracting talents, retaining talents, to in China, more importantly, to make talents Fusion with the organization structure and management details. From the internal disputes of many companies, it is not difficult to see their contradictions in talent appointment and organizational structure.
In addition, financial management is more civil aspects in management. From an external environment, the financing channels of domestic private enterprises have a single one. Many companies can only get funds through bank loans, and this channel has become more difficult to pass. In the capital trading market, although this year's Shenzhen market launched SME sector, it seems that it is not ideal, and the difficulty of obtaining funds from the capital market is currently relatively large. In many enterprises, there are still many opaque places in many enterprises. There are many companies' leaders who have awareness of financial management in the "billing" level, and there is no truly recognizing financial status and its management is the company. Important credentials when strategic decisions. Since many companies need to conduct expansion of the business, "process reconstruction" has become a hot topic. "Process reconstruction is the process of optimization of the enterprise production process." Jiang Xu said, although this is a long-term concern of many companies, there are also many misunderstandings for it. The process of reegration is to break the original process, reorganize the value chain, Haier takes this approach. However, for most SMEs in China, it is not necessary to turn the original process to the original process, and only need to improve and optimize. "But now many companies make standards, norms and processes to repeat, confuse substance." Jiang Xu said that some companies regarding the implementation ISO9000 standard as a process reconstruction, in fact, the curing assessment of process specifications, and Not a category of reengineering. Do not correct this kind of understanding, the measures taken by the enterprise cannot really target the process, and thus does not reach the "reconquisite".
Finally, the use of information technology to enhance the company's operational strength is becoming the goal of domestic enterprises. Under the boom of China's information, some companies have established an informational infrastructure. They currently do, that is, let the information system play the greatest practical utility. Companies that have not yet established an information system need to speed up the speed, so that new technologies are used, while saving production costs while improving corporate management levels. Many IT companies at home and abroad have shown great interest in the market of SMEs. There are many types of management software for SMEs. Big companies like IBM also launched a "Teng Yue Plan" activity for SMM markets. Designed to provide customized solutions for SMEs. SMEs seek information technology help is not difficult.
There is a survey show that more than half of SMEs believe that IT technology will more help them to achieve business goals, but there are 65% of companies that the market's various solutions are served for large companies. This reflects that many companies have a feeling of practical application information technology. In fact, although domestic private enterprises first need to solve scientific management issues, it also needs to develop informationization, and pay attention to the current state-of-the-art technology and philosophy. Because after all, the environment in which domestic companies is now facing, more complex and varied, only the requirements of the Times are in parallel, and they will win more contributions to their own conditions.
Deep contradictions from "people"
Mr. Lian, who is studying in Peking University Guanghua School, told reporters that the business owners from the Pearl River Delta and the long-Delta region, they are keen on learning the actual management skills such as supply chain management, logistics and co-ordination, financial management, obviously It is a purposeful study for practical problems in their enterprises. But many enterprise management consultants and consultants believe that the improvement of management skills is endless. Of course, companies should have a variety of management skills according to their needs, but for a long-term development, "people" factors are the most important.
"Many private companies in China generally lack strategic thinking ability." Jiang Xu said that he believes this reflects the ideological level of entrepreneurs. For enterprises, the ability and quality of entrepreneurs themselves are the decisive factors that guarantee the development of the company. Looking around, the leader of the company has done a successful business in China, mostly people who can be with practical spirit, they are good at grasping the market opportunities, can rely on their own experience and rational judgment successful operations. It can be seen that a company can succeed, and the quality of the leaders is very important. However, a company is needed to actually operate, and if you want to make the upper decision and the underlying implementation to form a scientific and reasonable organizational structure, and strengthen the cohesiveness of enterprises in corporate culture. "For enterprises, high-level and employees need to understand the value of management. Many companies need to adjust the interests between people and people when they adjust the organizational architecture, so there will be internal friction, which is very normal. "Professor Zheng Ming said that scientific management should consider macro strategic issues, but to implement strategies need to adjust organizational structure, but also establish a set of management systems for employees, such as human resource management, salary system management, corporate culture construction, etc. Wait.
Managing production modules, production processes, etc. There seems to have rules, and managers make people don't easily do it. Jiang Xu believes that the current domestic enterprises is weak in the construction of organizational structure and corporate culture. Many enterprises are unclear, and the authorization system is not clear, the relationship between the position, the right, and the interest is not scientific, and there is no establishment of performance-oriented evaluation system and incentive mechanism, and cannot mobilize the enthusiasm and creation of employees. force. In addition to adjusting the organization architecture, if the company lacks the spirit of conjunctivity, it is easy to cause the emergence of the crisis. In the report of domestic economic news, it is often seen that domestic enterprises have high-rise hopping, channel anti-water and other incidents, which are no adjustment of stakeholdering and business without cohesiveness.
Jiang Xu revealed that many of his customers are all in strategic decisions, and visible directions are a problem for many companies. In fact, if you want to maximize the correctness of the direction, it is essential to ensure that good communication within your business is also essential. At that time, Kaimat, one of the three major retailers, was finally bankrupt, which was because of its strategic decision-making, and one of the important reasons for mistakes is that Kaimat does not have a corporate culture like Wal-Mart, and the lower level Unable to communicate, the upper layer does not pay attention to the views of "grassroots", causing mistakes to market judgment. Therefore, in the case of China SME, now, "people-oriented", according to the theory and experience of scientific management, the organizational architecture and management system, with humanized corporate culture, to ensure that the company can not guarantee There is a mistake of decision making, if an entrepreneur can be a big breast, the head is sensible, and the development of the company is more prospects.
From the consulting market, the demand for domestic management consulting talents is now growing year by year. The employment opportunities in this area are as high as 40%, and foreign consulting management companies have also begun to China. From this phenomenon, it is possible to feel that the importance of management talents is increasing.
After all, you will get out of the bottleneck
Although domestic SMEs have indeed facing management's dilemma, some companies have successfully achieved continuous development. Professor Zheng Ming has examined some private enterprises. He introduced that Shandong Wanjie Group is a private enterprise that operates very successful. This group is now a large-scale enterprise group that includes comprehensive development of chemical fiber, medical, medical, education, and steel and other industries. It has more than 20 subsidiaries and branches, with 11,000 employees, with total assets of 8.83 billion yuan, 2003 The total revenue of its industry reached 7.5 billion yuan. Although this company is relatively low-key, it has experienced the process of four entrepreneurs, and successfully achieved diversified development. This fully demonstrates that the management of this group is very successful, and it also shows that its leaders have considerable strength.
There are also successful cases in terms of enterprise restructuring. Zheng Yang said that Guangzhou Morning Group is a joint-stock enterprise that is converted by the original state-owned enterprise, and its diversified process is also very successful. The Metrocracy Group has developed from the past production daily chemical products to industrial production, such as drugs, equipment manufacturing, which is not separated from their own technical advantages, pay attention to considering the correlation between diversification technology and market, and prevents blind diversification This "some targeted" thinking ensures success in the strategic direction. This is also the success of the Metrochemical Group in management, because of the diversified needs to conduct scientific decisions, need to consider development on the basis of the core technology, and can also control the rhythm of diversified development in dynamic environments. . Mei Mince can handle these problems properly, showing its success in various levels of management.
For all companies, we must solve two problems in strategic decision settings. First, choose your own market, and the other is to determine how to do it in the market. If you can bring your own experience into the new field, this area is the market you can choose, and if you can use your own advantages in the new field, you can guarantee the success of the expansion market.
In addition to diversified expansion, some domestic companies are still trying to take international road. Zheng teacup believes whether the company needs internationalization, first of all, it is necessary to make the right judgment to yourself, and should analyze the development status should be international. Because internationalization is a comprehensive action, it is an initiative in the sense of corporate strategy. It is implemented to cultivate internationalized talents, implement international standards, integrate international resources, understand and adapt international cultural conflicts, etc. The problem to be solved is huge and complicated. At present, there is not much successful in implementing internationalized enterprises, which also showed that domestic companies still lack the ability to grasp the international market.
However, successful promotion of private enterprises that grow and grow, have shown the vitality and vitality of Chinese companies. Many business owners have actively exposed the enthusiasm of advanced management ideas, and also showcase China SMEs are in full scientific management. near. In fact, management is a big concept, including strategic development, organizational structure settings, management methods, marketing strategies, and more. Each company's management decision is still based on its own consideration. Each company has its own organization structure and management procedures, so the issues facing enterprise management are different. However, although many companies have recognized the importance of scientific management, it is still very insufficient in detail, the level of basic management is low, and there are many enterprises that are not in place in production process standardization and management rules. Although it is necessary to manage the individual's personal skills, if the foundation scientific management is not good, it is more impossible to further improve.
"However, the lack of management of domestic enterprises also reflects from another aspect, and their potential for improvement is very big." Zheng teacup said that if the enthusiastic business owner implements the steps of scientific management, it has become passionate , Have impulsive and cautious, talented entrepreneurs, will be able to make excellent management, and the bottlenecks that China SMEs have been managed are also late and later.
