[China Glass Network] I was fortunate enough to listen to a well-known management expert Professor Chen Chunhua's management basic training class. For those of me who have been engaged in management practice, I have gained a lot and felt a lot. For example, what is the basic management of an enterprise? How should the role of leaders and managers be played? What is the relationship between management and management? and many more.
At work, I often worry about the relationship between management and management. When we think about it, we usually spend a lot of time on management and seriously ignore business. Remember that the management guru Drucker said: "The internal actions of the company will only increase the cost, and the opportunity is outside." That is to say, most of the work carried out within the company, whether you are under the banner of "management" For other reasons, if you do not deal with the relationship with the business, there will be no good results. So what is the positioning and relationship of management and management?
1. Positioning of management and management
Management is to solve the problem of enterprise positioning, business model and development strategy. First of all, the business focuses on and think about the business definition of the company, what to do? Not doing anything? More important is to make clear what not to do. For example, Skyworth is very focused on color TV sets at the beginning and development stage, and does not do other business or products; Wang Laoji only makes herbal tea instead of other beverage products.
Secondly, the business must also clarify the business model of the enterprise, such as customer positioning, core resources, cash flow structure, corporate value, etc. Different charging models determine different profit models, and this is the key to the enterprise. A good business model will make The development of enterprises is light and light. Therefore, in practice, we often see that some enterprise management is very general, the internal part of the work is unknown, the authorization is not clear, the plan is chaotic, the process is unclear, but it develops very quickly, and it is very profitable. Why? It is because of its good business model. Some companies seem to be well managed, plans, processes, performance management, etc. are very good, 5S, 6σ (6 Sigma), etc. are better than others, strategy, incentives, cultural management, etc. are also good, but the development is very slow Not making money because its business model is backward.
Thirdly, the management also focuses on the strategy, and must match different development strategies at different stages of development of the enterprise. For example, in the product stage, the product should be the core, and the product should be squeezed in or open up a new market opportunity; Special attention to marketing, the implementation of small profits but quick turnover, as soon as possible on the scale, to obtain the scale of survival of enterprises; in the concentration stage of industry brands must focus on brand building, cultural construction, focus on differentiated strategies, complete customer orientation.
Management mainly solves the performance problems of enterprises, that is to say, management is responsible for performance, and enterprises use a series of management methods to add points to operations. The basic management methods include planning management, process management, organization management, performance management, strategic management, and cultural management. The management of plans, processes, and organizations is the basic management. The system efficiency of the company is responsible for the short-term goals and current performance of the company. Strategy, authorization, and cultural management are responsible for the long-term goals and future growth of the company.
In summary, the management focuses on the business choices, business models and development strategies of the company, and is responsible for the development and future of the company. The management focuses on the current performance, system efficiency, and is responsible for the performance and efficiency of the company.
2. Management after first operation
There is a question of order of management and management. There is no doubt that there is management after management. To understand this problem, you can simply use family management as an example: I was married in 1990, majoring in undergraduate accounting. At that time, I asked my wife to do a family account every month. The wife was very active, but she did two. I have no strength in the month and I don’t do it. I asked her why? She said: You and I have a little money in a month, what is good to do. I was a teacher at Hainan University. I remember that the salary for a month was 83 yuan. My wife was a nurse in the hospital for more than 70 yuan a month. It means that the income is too small and the expenditure is very simple. In my opinion, my wife does not need to do the account. No need to manage. At that time, I thought, when will I give you 10 million yuan a month, see if you can't do it? From this, it can be clearly perceived that without income, there is no management at all. Only when management comes up, management can come up.
But in the practice of management, people tend to ignore this. We often see some mechanical managers, regardless of the business model of the company, do not ask the development stage of the enterprise, often use all kinds of management tools as soon as they come up, such as promoting complex and expensive plan management, implementing complex and efficient Low process management, more and more division of labor, more and more departments, such management can not solve the current performance problems as soon as possible, and bring hidden dangers to the future development of enterprises. Therefore, we often see cases of "airborne troops" failing to be a new company and failing because of the mechanical belief in management. In short, not paying attention to management under the premise of management can not solve the problem.
3. Management must match business
Management and management not only have a sequence of problems, but also a matching problem, that is, management must first keep up with the pace of development of the business, and secondly, it cannot exceed the speed of operation. Professor Chen Chunhua spoke well: management is greater than management, management is always operating, that is, business positioning determines management positioning, to ensure that management level matches business level, and management level must not exceed management level.
However, in the practice of business management, there are always many people who believe in the role of management. Some enterprises are small in scale and development is not fast. They have introduced various management tools. I have seen a small company with only a dozen people. There are a lot of departments, general managers and managers. It is also a process management, and it is a KPI assessment. There are not many orders, but the planning management is very complicated, and there are a lot of losses. I also feel that internal management is not good. This is a typical management advancement, management and business mismatch.
People often say that management is an art, and it is also a science. To apply the various means of management well, it does not depend entirely on your proficiency in management tools, but also on the time and development of management tools. Stage, scale of operation, etc., so it is necessary to fully understand the relationship between management and management, and it is also an important prerequisite for good management.
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