Some * * * problems often occur in the early stage of the development of private enterprises. This paper analyzes the common problems of private enterprises in the early stage of development from seven aspects: enterprise objectives, business strategy, organizational structure, rules and regulations, leadership style, technical skills and employees, and puts forward operational improvement measures from five aspects.
Keywords: private enterprises; Business strategy; System construction; corporate culture
In recent years, the private economy has developed faster and faster, especially in the economically developed southeast coastal areas, and private enterprises have become the main force contributing to local GDP. But according to statistics, the elimination rate of private small and medium-sized enterprises is also very high. 80% of small enterprises have survived for less than three years, and less than 10% still exists after five years, which exposes the fatal defects of private enterprises in the early stage of development. Recently, we visited some small and medium-sized private enterprises, most of which started with a leading technology or a blank product in the market. After 3-5 years of hard work, they have accumulated a certain amount of funds and scale. However, most enterprises feel that the development speed of enterprises is obviously slow, the enthusiasm of employees is not as good as before, and the internal management is not smooth, which generally confuses business leaders. Although these enterprises are located in different regions and industries, the problems are very similar, which can be said to be some common problems in the early stage of private enterprises' development. If these problems cannot be solved as soon as possible, the development of enterprises may stagnate or even be eliminated by the ruthless market.
Firstly, the 7S model is used to analyze the common problems of private enterprises in the initial stage of development.
McKinsey & Company, an internationally renowned consulting firm, believes that the vitality of an organization depends on seven factors: common vision, business strategy, organizational structure, rules and regulations, leadership style, technical skills and employees. With the help of this 7S model, let's analyze the problems that often appear in the initial stage of the development of private enterprises.
1. Corporate goals
Common features: the company's cultural concept still stays in the stage of text description, failing to form consistent values and goals.
Due to the short history of many private enterprises, the ultimate goal of enterprises is unclear or can not be recognized by all employees; Corporate culture construction has just started, and has not yet formed universally recognized values. Therefore, the company lacks strong cohesion and appeal, and most employees generally hold the mentality of "short-term work" and are not integrated with corporate life.
2. Business strategy
Common characteristics: lack of clear long-term strategic planning and quantitative short-term goals, as well as specific steps and means to achieve strategic goals.
Company strategy is a plan to achieve the ultimate goal, which sets the target direction for the company's development in a certain period of time. Most small and medium-sized enterprises either have no long-term planning, or although they do, they have no quantitative indicators and specific implementation steps. As a result, companies and departments are often influenced by short-term interests in decision-making, or passively led by the nose, and the operations of various departments lack coordinated plans.
3. Organizational structure
Common features: unreasonable post setting, inconsistent responsibilities and rights, lack of stability and adaptability.
Many small companies set up departments at will just to meet temporary business needs, with unclear job responsibilities, inconsistent powers and responsibilities, power without responsibility, responsibility without power, common phenomenon of multiple responsibilities for one person, and unreasonable management level and scope; Cause some people to be busy; Some people do nothing all day, and they don't seek their own government if they are not in their place; Some managers have too much power, leapfrog command and give orders at will, while the direct superiors of ordinary employees are unknown, and leapfrog and multi-level reports occur from time to time.
4. Rules and regulations
Common features: lack of systematicness of rules and regulations, lack of perfect implementation measures and supervision mechanism.
Rules and regulations should link different links and departments in the organizational structure to provide effective guarantee for coordination and communication between departments. However, many companies have only established preliminary mandatory regulations. Due to the lack of systematic and supervisory mechanisms, some systems exist in name only. Senior managers and even general managers often ignore the constraints of the system on themselves and cannot set an example, thus reducing the effectiveness of the system.
5. Leadership style
Common characteristics: authoritarian management accounts for a large proportion, and decision-making is arbitrary.
This is related to the incomplete separation of ownership and management rights of most private enterprises, which is easy to cause the "boss" to act arbitrarily. Authoritarian management has certain advantages in decision-making time and efficiency, but at the same time it is too subjective and arbitrary, and does not fully consider the objective factors that need scientific analysis and prediction; On the other hand, department heads often consider the boss's personal preferences first when making decisions and dealing with problems, rather than proceeding from the long-term interests of enterprises, and rarely argue when necessary; However, employees are accustomed to the orders of the audience and cannot exert their subjective initiative.
6. Technology
Characteristics of common diseases: production and sales are relatively good, but there is a big gap between R&D and human resources.
In production, private enterprises generally use experienced managers, so they have advantages. In marketing, the demand for products is right, and the advertising investment is large, so that the sales results are satisfactory. However, most small private enterprises have not established a sound marketing management system and a solid sales network and brand foundation. Market expansion and marketing management are still weak. Generally, it is impossible to form a systematic new product development system in research and development, and the product transformation ability is obviously insufficient. The financial aspect stays in the accounting stage, and the functions of financial analysis and investment analysis have not been brought into play, and they have not played a role in advising and monitoring. There is no discipline in human resource management, which can not motivate employees and enhance their cohesion.
7. Labour force
Common features: unreasonable personnel structure and low morale.
On the one hand, the demand for talents is very urgent, on the other hand, there is a surplus of personnel. The relationship between the quality and quantity of personnel is extremely uncoordinated, and the turnover rate of employees with strong ability is high. The lack of scientific planning, training and assessment of human resources and the defects of benefit distribution and competition mechanism make employees' thoughts unstable, morale low and complaints increase.
Second, private enterprises to seek further development measures
In the fierce market competition, after three to five years of hard work and tempering, they have completed the original accumulation and occupied a place in the market. Such private enterprises are relatively excellent. Generally speaking, the quality of management is good, the core business ability is strong, and the top decision-maker has a keen market mind, and can also realize the importance of management, eager to get rid of the disadvantages of enterprises and seek greater development of enterprises. The problem is that basic management has not been paid enough attention, and the foundation of enterprise development is not firm. Improvements can be made in the following aspects:
1. Improve corporate governance structure and introduce scientific decision-making mechanism.
The problems existing in many private enterprises are simply due to the imperfect governance structure. Enterprise founders account for a large proportion of owners' equity. Shareholders, directors and operators are integrated in various capacities, and ownership and management rights are not separated. Then the advantages of the company system will not be reflected, and the factors of supervision and checks and balances are too weak, which will easily lead to "paternalistic" style and family management. This management method has the advantages of flexibility, high efficiency and low control cost in the case of relatively small enterprise scale. However, when the scale of enterprises is getting bigger and bigger, the requirements for management specialization and scientific decision-making are getting higher and higher. If an enterprise wants to develop in the long run, it must improve the corporate governance structure, and the shareholders' meeting, the board of directors, the board of supervisors and the management should perform their respective duties. We can also consider introducing experts to participate in decision-making and supervision to make the behavior of enterprises more rational.
2. Clear long-term goals and strengthen plan management.
Get rid of the previous practice of haggling over where to go, at least try to make a medium-term development plan for 3-5 years, and quantify the development goals as much as possible; On this basis, carefully formulate annual plans, quarterly plans and various expense budgets, and control them with plans. To standardize and guide enterprise behavior with the formulation of goals, the decomposition of goals, the formation of target system, the control of target execution process and the assessment of target results. Enterprises that operate according to formal planning procedures are usually very efficient. In the planning process, enterprises can develop and use external opportunities to reduce the impact of external threats. Through planning, employees can understand the relationship between their work and the overall goal of the enterprise, and clarify their responsibilities and obligations, which is conducive to the formation of a joint force between departments and employees, thus enhancing the competitive advantage of the enterprise. In addition, it is necessary to establish a regular business analysis system, appropriately evaluate and modify the plan, and replace personal subjective decision with rational decision.
3. Strengthen organizational construction and improve the basic system.
The first is to redesign the organizational structure. According to the company's objectives and work needs, carefully analyze the functions of various departments, set up departments and posts according to the principle of "no overlap and no blank", consider the management scope and level according to the principle of "corresponding responsibilities and unified command", and establish a relatively perfect organizational structure. The second is to strengthen the construction of organizational system. Establish departmental functions and employee post responsibility standards, formulate employee job descriptions, job analysis, post qualification standards and other documents, and improve the basic rules and regulations of enterprises such as reward and punishment system and cost control system (such as office supplies, hospitality, bus use, communication fees, etc.). ) and personnel system (such as recruitment, promotion, transfer and training, etc. ). The general manager takes the lead in respecting, observing and emphasizing the system, which is the key to whether the system can be implemented for a long time. Enterprises should change the bad habits of profligacy and idleness in the past, and form a corporate atmosphere of being prepared for danger in times of peace and being diligent in housekeeping.
4. Attach great importance to human resource management and create an enterprise environment to attract and cultivate talents.
Taking human resource management as the foundation and focus of enterprise development, the main goal is to establish an efficient human resource planning, training and education, job evaluation, interest distribution and fair competition mechanism, and change the previous employment mode of cronyism, cronyism, subjective judgment, setting posts for people and now looking for jobs.
(1) human resource planning: establish a human resource planning system, analyze the company's personnel situation, demand planning and manpower acquisition, and form specific implementation documents. Regularly and clearly plan the needs, sources, salaries and benefits of organizational personnel, establish a salary system with external competitiveness and internal fairness, and attract talents to join the enterprise, especially the introduction of senior management talents and investment and financing experts in a timely manner.
⑵ Training and education: According to the requirements of human resources planning, we should make a complete training plan regularly, design training contents, focus on strengthening management knowledge training for management, understand the training needs of employees, make enterprise training a powerful means to retain employees, enhance the educational and learning functions of enterprises, and thus enhance the cohesion and centripetal force of enterprises.
⑶ Job evaluation: gradually improve the evaluation criteria and methods, and form a document, regularly formulate the performance, ability and evaluation instructions of teams and individuals, and keep abreast of the ideological trends and needs of employees.
(4) Benefit distribution: establish a benefit-oriented distribution system, such as salary, bonus, welfare, etc., which is reasonably linked with post nature, goal achievement, post level, work performance, etc., so that people with ability can get more for more work.
5. Fair competition: by analyzing the performance of job responsibilities and job qualifications, combining with the work of employee mutual evaluation and employee career design, an appointment system with job change incentives as the core is formed, and an internal environment of fair competition is formed to make talents stand out in the work.
5. Start to establish a corporate culture that is people-oriented and encourages innovation.
Corporate culture mainly embodies "organizational memory", which records corporate behavior from the first day of the company's birth and has strong corporate characteristics. Therefore, enterprises should pay great attention to cultivating good corporate behavior habits. In the information-rich and rapidly changing modern economic environment, we should create a corporate culture with innovation as the core spirit, encourage personality development and interpersonal unity and cooperation, and have a people-oriented value orientation, so that corporate culture is no longer just a by-product of production and operation, but the result of employees' conscious creation, and even an important means of management. The key point is to grasp the consistency between the connotation of the company's capital construction and the cultural outline, and require all departments to transform the company's cultural values into specific codes of conduct and norms, which are reflected in the various systems and business practices of the enterprise, and change the false culture of slogans, symbols and just shouting without doing.