What is executive power? Execution is actually a very complicated thing. Simply put, it is the ability and efficiency to turn strategies, goals and tasks into reality. To put it more simply, it is the ability and efficiency to make one thing happen. Therefore, without clear goals and tasks, there is no execution, let alone how to improve. Of course, there are short-term goals, medium-term goals and long-term goals. Only when the objectives are clear, supplemented by clear responsibilities and strict rewards and punishments, can enterprises effectively implement them.

For enterprises, if they want to have a lasting and sustainable development, they should not only have a clear short-term goal, but also establish a * * * common vision-a long-term goal widely recognized by everyone, so as to encourage employees to keep fighting for it. It is a strategic goal formulated by enterprises on the basis of clearly understanding the overall situation of industry development and grasping the general trend of enterprise development and market development, and it is the ideal and bright prospect of employees. Only * * * is the same. And deeply rooted in the hearts of the people, enterprises can concentrate, unify their thinking, integrate resources, gather key points, boost morale, motivate employees to devote themselves wholeheartedly, fully release their potential, and strive to achieve the development goals of enterprises. Just as people can't live without ideals, they will be in a daze, languid, muddle along, and lose the direction of progress and the motivation to struggle. Similarly, enterprises cannot do without the same vision. Enterprises will decline blindly, loosely and loosely. All century-old enterprises in the world have their own clear and inspiring vision, which inspires and inspires employees to advance and struggle wave after wave.

Second, strengthening system construction and managing enterprises according to law is the foundation of improving execution.

Having a clear and definite development goal is a good start, but it is only a good start, just as the Long March took the first step in the right direction. How to gradually turn goals and visions into reality is the key to improve enterprise execution, while strengthening system construction and governing enterprises according to law are the fundamental guarantee to improve enterprise execution and realize enterprise management goals. As an enterprise, truly effective management is implemented by system or culture. It is to regulate and restrain employees' deviant behavior through a set of systems and procedures, or to change employees' behavior habits internally with culture. In this way, in most cases, execution is a simple and repetitive process of keeping an eye on the goal, which is a natural or even heartfelt thing for employees. Comrade Deng Xiaoping once said that system construction is fundamental, long-term, stable and overall. Therefore,

At present, there are many reasons for the low execution and chaotic management of some enterprises, and the performance is varied. But in the final analysis, it is mainly due to the neglect of system construction and various disadvantages brought by "rule by man", which are usually manifested in the following forms: 1, the system is not formulated strictly and lacks operability. There was no in-depth investigation and study before the system was formulated, which led to unreasonable system formulation. Or the original system has been unable to adapt to the new situation, but it has not been revised in time; Or the flexibility of the system formulation is too great, and it is difficult to implement it thoroughly after it is formulated. For managers, the implementation of such a system is like "catching the wolf's ear", which can neither be adhered to nor get rid of, making people feel in a dilemma, riding a tiger and being at a loss. 2. Inspection, appraisal and evaluation lack a strict systematic and standardized system. Goals and ensure the realization of goals. However, without supporting supervision, inspection, rewards and punishments, the goal will become a castle in the air, and the system and measures will become a decoration on the wall and a dead letter. 3. When implementing the system, try to be Mr. Guan. Managers do not implement the system, achieve the goal and solve the problem as the principle, but put "benevolence, loyalty, relationship and affection" in the first place. The problem is not based on the problem itself, but on "benevolence, loyalty, relationship and affection". Once people get involved, all the problems will either become minor problems, or the scales will vary from person to person. 4. The manager's selfish departmentalism is serious. The manager pursues "what song to sing in the mountains" and "the ass decides the brain", and everything focuses on local interests and is serious. Take one's own responsibility as a "sphere of influence", the needle can't go in, the water can't pour out, the regime is established, and "my site is my master." The implementation of the system is too arbitrary, and the system is regarded as its own dog. If necessary, he will bark and scream to scare people, and always bite others instead of himself. Put the dog in a cage when it is not needed. 5. The leader himself did not set an example and took the lead in setting an example. Leaders are the key to the implementation of the system. The ancients said, "He is upright, and his orders must be followed;": If leaders do not lead by example, take the lead in implementing the system, take the lead in destroying the system and violating the system, then the system will lose its authority, seriousness and persuasiveness when it is implemented, and the implementation of the system will become empty talk.

The above performance, in the final analysis, is mainly caused by the problem of "rule by man". Rule by man has three characteristics: first, authoritative management leads to the leadership of the system; The second is humanized management, which leads to reason being greater than system; Third, interpersonal management leads to the relationship being greater than the system. It is these characteristics of people-oriented management that lead to the lack of execution and low efficiency of people-oriented management enterprises. Therefore, we must resolutely overcome the disadvantages of "people-oriented" management, strengthen system construction, operate enterprises according to law, continuously improve the execution of enterprises, improve the management performance of enterprises, strictly implement the system, and realize the healthy and sustainable development of enterprises.

Third, improving the performance evaluation and assessment system is the guarantee to improve the execution.

Enterprises have formulated clear and feasible goals and development strategies, and formed a perfect system management system, so enterprises also have a good foundation for rapid development. However, it is necessary to establish a perfect performance evaluation and assessment system for each post, fully stimulate and tap the enthusiasm and potential of employees, mobilize the enthusiasm, initiative and creativity of each employee, and improve work efficiency.

In enterprise management, there is often a phenomenon that "one monk carries water, two monks carry water and three monks have no water to drink". That is, group members do not cooperate and shirk each other-one person perfunctory, two people shirk each other, and three people will never get things done. The root of this phenomenon is that enterprises have not established a scientific and reasonable performance evaluation system and the division of labor among employees. Rewards and punishments are not in place, which leads to low enthusiasm and efficiency of employees. Therefore, most successful enterprises often attach great importance to the establishment and improvement of employee performance evaluation and assessment system, and reward the excellent and punish the poor appropriately, so as to give full play to the potential of employees and improve their operational efficiency and execution.

Fourth, caring for employees and building harmonious interpersonal relationships are catalysts to enhance execution.

Employees depend on enterprises for survival, and enterprises depend on employees for development. Without the dedication and dedication of employees, employees will not have heartfelt understanding, trust and recognition of the enterprise. Even if employees perform their duties under strict system constraints and are "busy", the operational efficiency of enterprises will be greatly reduced. The execution and development of enterprises are like the moon in the water and the flower in the mirror, which seems to be within reach, but in fact it is far away. Self-esteem will be respected, and lovers will be respected. Everyone who respects others must respect others. As long as the enterprise truly cares for its employees, thinks for them everywhere, and strives to build harmonious interpersonal relationships, the employees will inevitably make a hundredfold effort to repay them. Herbert kelleher, president of Southwest Airlines, once said, "A company that is united by love is much more stable than a company that is sustained by fear", and Fujita, chairman of McDonald's in Japan, pointed out more directly that "emotional investment is the investment with the lowest cost and the highest return".

Caring for employees means sincerely trusting, understanding and respecting employees, always keeping their development prospects, economic interests and spiritual life in mind, thinking about their thoughts, worrying about their worries, touching their hearts with emotions, deepening their loyalty, trust, recognition and love for the enterprise, inspiring their enthusiasm for positive and hard work, and then working harder to complete various tasks. Form a huge production impetus. "Love your employees, and employees will love your business a hundred times." This wise saying of the French business community has been accepted by more and more business managers and has been deeply rooted in the hearts of the people. Practice has proved that nothing can arouse the enthusiasm, initiative and creativity of employees and improve work efficiency better than caring and caring for them. The attitude towards employees is itself a concrete manifestation of the masses' views and political quality of leading cadres. It is the basic requirement for leading cadres. Caring for employees, being good at ideological and political work of employees and building harmonious interpersonal relationships in enterprises are the political advantages of our party, an important symbol to measure whether a leader is mature or not, and a catalyst for enterprises to improve their execution.