Management knowledge is a series of knowledge about making decisions, planning, organizing, controlling and coordinating the whole production and operation activities of an enterprise, and encouraging enterprise members to realize their tasks and goals.
The main contents of enterprise management include: ① reasonably determining the business form and management system of the enterprise, setting up the management organization, providing management personnel, conducting market research, grasping economic information, making business forecasts and decisions, determining business policies, business objectives and production structure, making business plans, signing economic contracts, establishing and improving the economic responsibility system and various management systems, and doing a good job in the utilization and management of labor resources. Do a good job in ideological and political work ⑤ Strengthen the development, utilization and management of land and other natural resources ⑤ Do a good job in machinery and equipment management, material management, production management, technology management and quality management ⑧ Organize product sales reasonably, do a good job in sales management ⑨ Strengthen financial management and cost management, handle the distribution of benefits and profits ⑩ Comprehensively analyze and evaluate the economic benefits of enterprise production and operation, and conduct enterprise management diagnosis.
2. Knowledge related to enterprise operation
Analyze the operation of an enterprise: firstly, provide internal and external information for the analysis.
The most important internal information is the financial accounting report of the enterprise, which is a written document reflecting the financial status and operating results of the enterprise, including the main accounting statements (balance sheet, income statement, cash flow statement), schedules, notes to accounting statements, etc. External information is information obtained from outside the enterprise, including industry data and data of other competitors. Second, according to the financial report: according to the purpose of analysis, it is divided into: financial benefit analysis, asset operation analysis, solvency analysis and development ability analysis; According to different analysis objects, it can be divided into balance sheet analysis, income statement analysis and cash flow statement analysis.
(1) According to the purpose and content of the analysis, analyze the financial benefits of 1. That is, the profitability of enterprise assets.
Asset profitability is an important issue that users of accounting information care about. The analysis of asset profitability provides decision-making basis for investors, creditors and enterprise managers. The analysis indicators mainly include: return on net assets, capital preservation and appreciation rate, profit rate of main business, multiple of surplus cash guarantee, profit rate of cost and expense, etc.
2. Operating conditions of assets. Refers to the turnover rate of enterprise assets, reflecting the utilization efficiency of economic resources occupied by enterprises.
The main indicators are: total assets turnover rate, current assets turnover rate, inventory turnover rate, accounts receivable turnover rate, non-performing assets rate and so on. 3. solvency.
The ability of an enterprise to repay short-term debt and long-term debt is an important embodiment of its economic strength and financial situation, and it is also an important measure to measure whether an enterprise operates steadily and the financial risk. The main indicators of analysis are: asset-liability ratio, interest earning multiple, cash flow debt ratio, quick ratio and so on.
4. Develop capabilities. The development ability is related to the sustainable survival of enterprises, as well as the future income of investors and the risk of creditors' long-term claims.
The indicators for analyzing the development ability of enterprises are: sales growth rate, capital accumulation rate, three-year average capital growth rate, three-year average sales growth rate, technology investment ratio and so on. (2) Analyze 1 and balance sheet according to different analysis objects.
Mainly from the asset project, debt structure, owner's equity structure and other aspects of analysis. The main analysis items of assets include: cash ratio, accounts receivable ratio, inventory ratio, intangible assets ratio, etc.
Debt structure analysis includes: short-term solvency analysis, long-term solvency analysis and so on. The owner's equity structure is an analysis: the proportion of each kind of equity to the total owner's equity indicates the preservation and appreciation of the capital invested by investors and the composition of owner's equity.
2. Analysis of income statement. Mainly from the profitability, operating performance and other aspects of analysis.
Main analysis indicators: return on net assets, return on total assets, profit rate of main business, profit rate of cost and expense, sales growth rate, etc. 3. Analysis of cash flow statement.
Mainly from the cash payment ability, capital expenditure and investment ratio, cash flow income ratio and other aspects of analysis. The analysis indicators mainly include: cash ratio, current debt cash ratio, debt cash ratio, dividend cash ratio, capital purchase ratio, sales cash ratio, etc.
3. What is the basic content of the management system?
Plan management system: mainly includes the preparation, implementation, inspection and analysis of long-term and annual plans, as well as the establishment of quota management, original records and statistical work system.
(2) Production management system: mainly including production organization management, production operation management, production equipment management, production scheduling management, raw material procurement and storage management, and production safety management. (3) Technical management system: mainly including production technology management, product development management, production standardization management, technology introduction, etc.
(4) Quality management system: it mainly includes comprehensive product quality management, product quality planning, quality analysis, quality inspection and quality control. (5) Personnel management system: it mainly includes manpower planning management, talent employment management, personnel adjustment management, employee training management, salary and welfare management and labor protection management.
(6) Financial management system: mainly including fund management, cost accounting, control and analysis management, determination and management of various special funds, determination and sharing of profits, etc. (7) Marketing management system: mainly including marketing planning management, intelligence information management, customer relationship management, sales price management and after-sales service management.
4. What management knowledge do you have?
Analysis on the causes of brain drain in enterprises and how to retain employees in enterprises on Sunday, September 30, 2007 at 05:02 1. Introduction As the saying goes, the market economy is a competitive economy. What is the competition for, and what do competitors rely on to compete? Although there are many factors, talent is undoubtedly a very important factor.
This is an indisputable fact. However, at present, a common problem in enterprises is that scarce talents cannot be found, important talents cannot be retained, and brain drain, especially the loss of outstanding talents and core talents, is becoming increasingly prominent.
This situation is obviously incompatible with the increasingly fierce competitive environment faced by enterprises. How to solve the problem of brain drain in enterprises and how to retain the core talents in enterprises has naturally become the key issue for the survival and development of enterprises at present.
Second, the cost and type of brain drain in enterprises What is the cost of abnormal employee turnover? Fortune magazine once found that after employees leave their jobs, the replacement cost alone is as high as 65438+ 0.5 times the salary of the employees who leave their jobs, and it is even higher if the employees leave their jobs as managers. The cost of low morale and poor performance, the cost of recruiting new employees and the cost of training before employees want to leave.
In case employees take technology and customers to find competitors, it will be a greater cost loss. Who is going to leave in the enterprise? Why did they leave? Where do they want to go? How can companies keep them from leaving? This is what enterprises want to know most when they carry out "resignation management".
According to the research of consulting enterprises, there are three types of people and employees in three periods who are "dangerous". Three types of people refer to: middle-aged, middle-income and middle-level cadres; The three periods refer to: the crisis of newcomers in probation, the crisis of promotion after two years of work, and the crisis of job boredom after five years of service.
Ran Zhi, chief consultant of Beijing Institute of Occupational Psychology, said: When people reach middle age, they will have age panic. "If you don't jump, I won't have a chance", so he was in a hurry; Middle-income people, or the middle class, "I am not afraid of money", he wants to do something by himself, or he can control himself, so when the working environment is not satisfactory, he will jump ship; And middle-level cadres, if they don't do well, will fall, and if they do well, they will go up. "Hanging in the air is the most dangerous." These three types of people are the most psychologically unstable.
Mr. Zhou Mao, the former vice president of Sina.com, also found: "Among all the enterprises I have visited, the middle level is the most difficult to face, and the most difficult problem to solve is also the middle level. The middle-level people are relatively on the edge. Would it be better if I jumped? Is there any chance for me to develop if I stay? Both sides are sensitive areas. "
Generally speaking, there are three peaks in employee turnover. Hannigan Enterprise Management Consultant explained: During the probation period, employees and the company are still in the running-in period and have no sense of belonging to the company. Once a newcomer finds that the nature of his work does not meet his expectations, or the workload is beyond his ability, or he disagrees with his boss, he will immediately have the intention to leave.
After two years of promotion crisis, employees are familiar with the work of enterprises and rivals after working for a period of time, eager for more opportunities and greater challenges, so they hope to be promoted. Especially if colleagues and classmates who have entered the enterprise at the same time are promoted, and he has no chance, he will eagerly look for opportunities outside; After working for five years, they are tired of the crisis. When the foreseeable promotion is slower and slower, the opportunities are less and less, which is "not fresh" for existing enterprises. So these people who have been in charge began to look for opportunities outside.
Third, the domino effect in brain drain Why do some people "come to work happily" when they join the enterprise, but finally "go one after another"? When the abnormal turnover of enterprises develops from "individual behavior" to "a phenomenon" and "a trend", managers should reflect: Is the enterprise heartless or the employees unfair? Is there a problem with the recruitment strategy or the employment mechanism? Is there a deviation in business thinking or a change in corporate culture? A major problem that plagues current enterprises is brain drain, especially high-tech enterprises are increasingly dependent on talents, and the competition of modern enterprises mainly depends on the competition of talents, which brings difficulties to the human resource management of current enterprises. Some enterprises have played the slogan of "only recruiting useful talents, not senior talents" when recruiting employees, but this can't stop the brain drain, often because the technical personnel of the unit, driven by others, leave their jobs collectively or partially. If the employee turnover rate is too high, it will not only affect the daily operation of the enterprise, but also cause the "habitual flow" of employees, that is, employees pay too much attention to the "comings and goings" of colleagues. Once they are a little dissatisfied with the enterprise, their first thought is to leave, and they will not consider strengthening communication and other aspects to solve the problem.
Therefore, it should be one of the important goals of human resource management to control the turnover rate in a benign range and maintain the vitality of enterprises while leaving outstanding talents. The turnover rate is about 5%, and enterprises that "keep good ones and eliminate bad ones" are benign turnover enterprises.
It is of great significance to study the brain drain of these senior talents for the long-term strategic development of enterprises. If an enterprise doesn't have enough talent pool, it can't guarantee the continuity of human resources, let alone improve its core competitiveness. Therefore, it is necessary to adopt active human resource strategies in enterprise human resource management to prevent the domino effect of brain drain. Four. Analysis of the causes of brain drain in enterprises (I) Analysis of the general causes of staff drain GregorySmith, an American business management consultant, once wrote in CEORefresher magazine that according to his years of consulting experience, the top ten reasons for staff turnover are: 1. The workload of employees is so heavy that they have to work overtime at night or on weekends.
2. Enterprises don't want to hire people to take charge of office chores, and let professional workers do photocopying and other work themselves. 3. When employees can find jobs with salaries higher than 20% to 30% in other enterprises, the enterprises have announced that they will not help employees get a raise or promotion for the time being.
4. Enterprises do not give employees the power to make decisions. 5、。
5. What is the common sense of enterprise management?
Enterprise financial basis 1.
Accounting functions and elements (1) accounting functions: the basic functions of accounting are accounting and supervision; (2) Accounting elements and accounting subjects: ① Accounting elements. 2 accounting subjects the secretary should know and master the following accounting subjects: a.
Asset category. Including cash, bank deposits, other receivables, raw materials, fixed assets and intangible assets.
B. liabilities.
Including short-term loans, long-term loans, wages payable, welfare funds payable and taxes payable. C.
Category of owner's equity. Including paid-in capital (or share capital), capital reserve and surplus reserve.
D. profit and loss categories.
Including management expenses, financial expenses and income tax. Accounting methods and general structure of accounts (1) There are seven accounting methods: setting accounting subjects and accounts, double-entry bookkeeping, filling in and reviewing vouchers, registering account books, cost calculation, property liquidation and preparing accounting statements.
(2) General structure of accounts: accounts are used to record economic business and must have a certain structure and format. The basic structure is divided into three columns: increase, decrease and balance of records. 3。
Classification and filling requirements of accounting vouchers (1) Accounting vouchers are divided into the following two categories ① original vouchers. Including self-made original vouchers and foreign original vouchers.
2 proof of charge to an account. Include receipt voucher, payment voucher and transfer voucher.
(2) Requirements for filling in accounting vouchers. ① Requirements for filling in original vouchers: a.
Formal records and complete contents; C.
Write clearly; D. make up in time.
(2) Requirements for filling in accounting vouchers: a. The summary of vouchers is concise and to the point; B.
Clear business records; C. use the theme accurately; d .
Whether the number of attachments is complete; F. serial number of voucher.
The above is my answer to this question, and I hope it will help everyone.
6. Common sense of enterprise management
Enterprise management knowledge is the examination subject of enterprise legal adviser qualification examination, which mainly includes: enterprise management principle and development, enterprise and modern enterprise system, enterprise management strategy and decision-making, human resource management, enterprise marketing, enterprise finance, financial market, international trade theory, policy and practice, and business negotiation. The examination time of this subject is 150 minutes, and the total score is 140 points, with 84 points passing.
"Basic Knowledge of Enterprise Management (Second Edition)" is a supporting textbook for the national planning textbook of secondary vocational education. Basic Knowledge of Enterprise Management [1] (second edition) is accompanied by a supplementary book-Learning Guidance and Practice of Basic Knowledge of Enterprise Management. Basic knowledge of enterprise management (2nd edition) includes: introduction to enterprise management, modern enterprise-oriented management, enterprise management, production system management, quality management, equipment management, scientific and technological development management, modern logistics management, enterprise finance and information management. "Basic Knowledge of Enterprise Management" (2nd Edition) can be used as a textbook for the basic course of enterprise management in secondary vocational schools, and can also be used for adult training and five-year higher vocational students.
7. What professional knowledge does enterprise management need?
The curriculum of enterprise management major is as follows:
Degree course 1- 1 modern enterprise management 1-2 marketing 1-3 enterprise strategic management 1-4 financial management practice 1-5 socialist economic theory 1-6 production and operation management.
Specialized course 2- 1 organizational behavior 2-2 securities investment and financing 2-3 e-commerce and enterprise origin planning (ERP)2-4 operation and supply chain management 2-5 international operation 2-6 enterprise human resource management 2-7 English
Seminar 3- 1 management communication, sand table simulation and group discussion
Enterprise management major refers to the academic category of enterprise management in a department of a university. Master of Business Administration, also known as Graduate of Business Administration, is one of the 15 professional degrees offered in China, aiming at cultivating high-level and applied business management talents for students with certain professional background.