A: The first step is to establish a sound organizational structure and process. The organizational structure of small and medium-sized enterprises in jewelry industry mostly belongs to extensive flat centralized management. No matter how many departments and levels are set up, the boss has the final say. Therefore, the organizational structure and process of the company will have the problems of unclear departmental functions and chaotic hierarchy. The functional departments at the same level are far from each other in terms of functional level and ability, and they cannot balance and cooperate with each other. Many times, a business person can support a functional department. It is conceivable that such a functional department is only a clerk in essence, and there is no organic connection and mutual cooperation between departments. On the establishment of organizational structure and process. The establishment of the company's organizational structure is based on the development direction of the company's business and the current situation of internal management. The organizational structure of production and wholesale enterprises is different from that of retail management enterprises, and the management methods are also different. Production and wholesale enterprises focus on process management and sales enterprises focus on intelligent management. In other words, enterprises should decide whether to establish a vertical organizational structure or a flat organizational structure according to their own conditions. However, no matter what organizational structure they set up and what management methods they adopt, the author needs to remind enterprises that the premise of effective management is perfection, and jewelry enterprises can only be effective on the basis of perfecting organizational structure and management process. The second step involves reasonable job responsibilities and selecting the right person for the position. Many companies often choose people who are outstanding in a certain field to serve as department managers, which is called giving talents access and opportunities. I don't know the result is that the whole functional department forms a business expert to take the lead in doing business, not to mention departmental management and promotion. Department managers may also have fierce conflicts with subordinates because they want to show their personal achievements and talents. Imagine that such a team can make achievements? What's more, because it is a newly added department, the functions and responsibilities of the department are unclear, and there is nothing to learn from the business model. Managers have low quality and level, do nothing all day and don't know what to do. The whole department is paralyzed. This way of selecting materials and employing people is the biggest obstacle to the development of many small and medium-sized jewelry enterprises. Choosing the right person in the right position is a concept often mentioned in management, but what kind of talent is the right person, many enterprises are still very confused when choosing, and always want to let the recruited people know everything and do everything, but can such people be retained by the position and salary of a department manager? Enterprises with this idea, in the final analysis, are unclear about the work functions and responsibilities of various departments of the company. In fact, only specialized division of labor can make your enterprise better.