How to break through the management bottleneck

Case:

A company with a good reputation and years of painstaking efforts in the jewelry industry, under the favorable factors of the development of the national economic situation, has been in the position of "leader" in the industry in recent years. However, since the second half of last year, due to the rapid changes in the external environment and the management disconnection caused by the rapid development of internal management, the company's sales and profits have fallen sharply, and the staff turnover has intensified. The company is facing a severe test. How to make the company fall into deep thinking? ...

Analysis:

From the perspective of the development stage of enterprises, it is actually an inevitable phenomenon for enterprises to transform from the introduction period to the growth period. How to get rid of the current predicament quickly and make enterprises embark on the road of healthy development is an urgent problem to be solved.

The author believes that the problems existing in the company are mainly manifested in the following aspects:

1. Lack of in-depth exploration of development strategy and clear company development strategy, still in the opportunity-oriented development stage;

Second, the organization has not made corresponding adjustments according to the development and changes of the company, which is not reasonable enough to meet the development needs of the company; The function of the department is not clear and fails to play its due role.

Third, the company's overall coordination and monitoring center is missing, the cross-departmental basic management process is not perfect, and there is no organic overall operation inside;

Fourth, the understanding of human resource management has not improved, and human resource management is not in place. The quality of personnel is generally not high, the execution is not enough, the company lacks effective incentive and control means, the salary level is not competitive enough, the performance management system is underdeveloped, and the performance appraisal mechanism is lacking.

5. Ignoring the construction of corporate culture, without the foundation of the core layer of corporate culture and the guarantee of the system layer, a positive corporate culture has not yet formed. Lack of internal communication mechanism, few communication channels, development goals and plans for the future of the company only exist in the minds of a few senior executives, the company's cohesion and centripetal force are not strong, and institutionalized management has not yet formed a habit.

The problem existing in the company is a typical "growth syndrome", which is a common problem in the transition period from the initial stage to the growth stage. Its specific performance is as follows:

1. The market environment has changed greatly, and the market competition has intensified, forcing enterprises to adapt to the environmental changes, and the original management model needs to be greatly adjusted. The company changed from non-standard operation to standard management. Due to the increase of management, employees who have developed many bad habits will become uncomfortable.

Second, the fuzzy strategic transformation from the survival stage requires the company to clarify its development ideas and clear its direction; It also requires companies to have a clearer understanding of their profit model, clarify their profit sources, and require companies to make clear choices in all aspects of the value chain.

Third, the company has changed from an opportunity-oriented development power to a capability-oriented development power. It is required to improve the company's system management ability, and the personal ability of employees should also be improved accordingly.

Fourth, the company has developed from relying on individual ability to relying on organizational ability. This requires the company to have a more sound organizational structure, departmental functions and job responsibilities, so as to give full play to the organizational capabilities.

5. The transformation from an unformed corporate culture system to a clear corporate culture requires the employees of the company to identify with the company's management philosophy and form the company's unique cohesion and centripetal force.

"Growth syndrome" is an inevitable painful process in the process of enterprise growth. If handled well, the company can enter a new stage of development. If it is not handled properly, the company will go backwards and even go bankrupt.

The author thinks that the focus of this enterprise at this stage is to "make up the foundation, promote improvement and advance to a higher level", and take corporate culture construction and system construction as the starting point to strengthen corporate governance and improve the overall management level through system construction and training. In the whole process, we should not only take into account the current situation, but also consider the long-term goals and interests of the company.

First: clear strategy.

Strategic planning is a programmatic document of the company, which guides the company's development direction, defines the company's business areas, guides the company's resource allocation, and points out the company's development strategies and measures. Define the company's 3-5 years development goals, plan the company's annual development goals and formulate the company's main development measures. The specific operation should start with the implementation of target management, supplemented by measures such as budget management.

Second: organizational structure design and clear functions and responsibilities.

The company structure is the basis for the company to realize its basic functions, and a reasonable organizational structure can improve the company's operating efficiency and profitability.

* According to the strategic requirements of the company, according to the internal capabilities and deficiencies and the core links that should be strengthened in the future, design a new organizational structure, emphasizing the development of key departments on the basis of strengthening management capabilities and improving management departments, and laying the foundation for the company to move from a passive situation to victory.

* At the same time, the responsibilities of various departments and positions are systematically optimized and combined, and the job responsibilities and ability and quality requirements of each position are clearly defined, so that the employees of the company can clearly know their responsibilities, and can continuously improve their abilities and enhance their work purpose and initiative in combination with the post quality requirements.

Third, the establishment and improvement of major management processes.

Management process is a flow chart showing specific matters in a series of interrelated activities, which can make cross-departmental and cross-post activities orderly, improve the company's operational efficiency and prevent related risks.

* Develop key or key management processes at different levels, involving important work in various fields of the company. Including the company's main business operation process, market development process, order fulfillment process, procurement process, customer service process, human resource management process, financial management process and so on.

* At the same time, a process operation table should be designed so that each process can be operated concretely. Through the establishment and improvement of the process, the order and efficiency of the company's operation can be obviously improved, and the related management loopholes can be plugged, so as to improve the overall management level of the company (global brand network).

Fourth: the construction of human resources system.

Talent is the most important resource of the company, and the lack of talent or personnel ability is one of the most puzzling problems in the jewelry industry at present.

* As soon as possible, formulate human resources planning in combination with the company's future development needs, and arrange the recruitment of urgently needed senior managers.

* After the introduction of talents, you need to know the company deeply, understand the business operation process of the company, understand the technical ability requirements of the post, adapt to the company, integrate into the company, and finally recognize the company and grow together with the company. This requires continuous training for employees. Therefore, a training plan should be established, and a series of training systems such as induction training, on-the-job training, skill training and upgrading training should be defined and established. Pay special attention to team building. Salary competitiveness is an unavoidable key issue for enterprises.

* According to the company's actual situation and future development goals, and referring to the economic development level of the same industry, neighboring enterprises and regions, determine the company's overall salary system by scientific methods. * On the basis of determining the salary level, formulate a multi-level/multi-level dual-channel growth route, introduce the concept of broadband salary, and clarify the development space of the company's employees. Through the establishment of performance appraisal management system, promote the implementation of the strategy.

Performance appraisal management is one of the management measures adopted by enterprises, and it is an important means to realize the company's strategic objectives, realize fair value distribution, promote the ability of employees and cultivate an enterprising culture.

* First, conduct performance appraisal management training to guide everyone to have a correct understanding of performance appraisal management.

* Secondly, starting from the company's development goals, referring to the job responsibilities and the company's current key issues, extracting key performance appraisal indicators and determining index standards, and then reaching an agreement with various departments after repeated communication and confirmation, and finally forming a performance appraisal management contract with the person in charge of the company's department or above.

* For grass-roots employees, the implementation of key issues and standards of conduct level assessment methods, and strive to be simple, practical and easy to operate.

The results of performance appraisal are directly linked to employees' salaries. At the same time, formulate the annual performance appraisal and ability quality evaluation matrix.

Fifth: corporate culture construction.

The development of small enterprises depends on the key behaviors of key people, while the development of large enterprises depends on the escort of corporate culture. Companies with evergreen foundation have a positive corporate culture of teamwork.

* Through in-depth understanding of the company's entrepreneurial history, the founder's business philosophy and development aspirations, a complete cultural manual can be formulated. Including the long-term planning, business philosophy, entrepreneurial spirit, corporate mission, etc.

* At the same time, organize the company's basic management system, so that employees can not only see the development prospects of the enterprise, but also feel the heavy responsibility, and see that they should adhere to certain professional ethics in order to achieve the purpose of both motivation and pressure.

Enterprise management is a profound knowledge and a highly practical subject. As long as the top managers have the overall development concept and can integrate theory with practice, they will be able to solve these problems, break through the management bottleneck and forge the core competitiveness of enterprises, thus making the company's development tend to a healthy track.