Does the management system have to be systematic and comprehensive? An in-depth analysis of the four categories of management systems

There is no doubt about the role and significance of management systems to enterprises. Successful enterprises have common characteristics in the implementation of enterprise management systems, that is, standardized management procedures and standardized implementation procedures, and are constantly innovating and optimizing processes. In the process of cyclical upgrading, the quality and execution of the management system are improved, so that the system can become the "brake" to ensure the efficient operation of the enterprise. However, the current domestic enterprise management system generally lacks systematic and normative construction. When it comes to the enterprise management system, few employees will say: "Our company's management system is very good, and we are very willing to abide by it." We heard more More of a problem:

Does the management system have to be systematic and comprehensive? An in-depth analysis of the four categories of management systems

The system is not specific enough, and the terms are not operable;

The system lacks systematicness, and it is a matter of fact, there is a problem that leads to a system;

There are many political affairs, and the systems conflict with each other, which makes employees at a loss;

The system has not been changed and abolished in time, the previous system and the current system are inconsistent, and both employees and enterprises have explained from the perspective of their own benefit and will not give in to each other;

Lack of effective system publicity and implementation, many system-related personnel do not know about it, and implementation is impossible;

There is one set of corporate culture slogans, and another set is specified in the system, which reduces the prestige and traction of the culture;

The system is managed by law, and the whole article is fined, which causes the employees to have a strong rebellious mentality;

The system lacks effective implementation, is often abandoned halfway, and is not serious enough;

……

When enterprises find management consultants for diagnosis with the above problems, the prescriptions prescribed by the consultants may vary widely, but the principles of drug use are basically the same. And by strengthening the monitoring of the implementation of the system, improve the supervision of the system.

In theory, such a prescription is correct and effective for some enterprises, but just like the effect of medication varies from person to person, a systematic and comprehensive management system is not the right medicine for all corporate system problems, and blind pursuit The comprehensiveness and systematicness of the system may also lead to excessive and meticulous management of enterprises, making employees cautious in their words and deeds, and shrinking. Standardized system construction does not mean that it must be systematic and comprehensive, suitable for the current situation of the enterprise, not to form resistance to the development of the enterprise, and to improve the efficiency of the enterprise. Only the system is standardized and practical.

So what kind of enterprise is suitable for a systematic and comprehensive management system, and what kind of enterprise is suitable for a flexible and highly targeted management system? What aspects should the management system start from in the construction process to improve its standardization?

Does the management system have to be systematic and comprehensive? An in-depth analysis of the four categories of management systems

According to the business nature, cultural atmosphere and development cycle of the enterprise, the enterprise management system can be roughly divided into the following four styles:

1. A systematic, comprehensive and standardized management system:

This type of management system has a systematic and clear structure, comprehensive and detailed content, and has made in-depth and specific regulations on all aspects of enterprise operation and management, and strives to minimize the "rule of man" factor. This type of system can be vividly compared to a 100-meter arena. The behavior of employees and managers is incorporated into a clear track, whether you are fast or slow, no matter what your running posture is, no matter if you are running alone. Or run with someone like a blind athlete, your track is fixed, and if you cross the line, you will be out.

This type of management system can ensure that the company is in a controlled state and there will be no internal risks. Therefore, it is generally favored by large and medium-sized traditional enterprises, or enterprises with high quality requirements, or enterprises entering a stable development period.

2. The management system for the core business is detailed and complete, and the fuzzy processing of other sectors:

Enterprises in the initial or rapid development stage, or enterprises with diversified development but prominent core business tend to be more inclined to this type of institutional system. On the one hand, it is difficult to take into account the energy of non-core business and functional management, and on the other hand, there is no strong demand to standardize or develop. However, for the core business, careful and comprehensive management must be carried out in terms of business process, management process, operational norms, behavioral norms, etc., to ensure that the core business develops rapidly in accordance with the established process, and is not subject to unclear power and layer-by-layer review. cumbersome.

This is like a track and field field. The area of ​​a standard 400-meter track and field field usually does not exceed 20,000 square meters, and the field used for competitions other than running events is only 6,000 to 7,000 square meters. In this small area, To hold multiple throwing and jumping competitions at the same time, how to ensure that these competitions do not affect each other, the strict competition rules on the field and the timely guidance of assistant referees play a role that cannot be ignored.

Does the management system have to be systematic and comprehensive? An in-depth analysis of the four categories of management systems

3. A clear and specific management system for related links:

With the continuous development of organizational structure, many enterprises have adopted a management structure that intersects functions and matrices. The flow of instructions, information and resources within the enterprise is criss-crossed, which is very similar to the construction of an underground supply system in a city. Do people living in the city have such doubts? Why are the two sides of the road always being planed to and fro? Today, the water pipeline is repaired, the heating system is installed tomorrow, and the cables may be laid the day after tomorrow. Urban infrastructure construction without systematic planning will cause this kind of waste of repetitive labor, and accidents in the process. Constantly, the cable was cut when repairing the water pipeline, or the gas leaked when laying the cable.

These enterprises are also in a similar situation in the management process, so managers begin to question the original management system structure, rethink the system model and cultural model suitable for the organization structure of the company, and require the business and business, function and Clear and specific provisions should be made on the intersection and association between functions, business and functions, so that various instructions, information and resources can be run smoothly.

4. The management system that only makes principles and does not make detailed requirements:

The management system of many enterprises may be in this situation, because most of them are in the stage of establishing and improving management systems, the content of the system is not detailed enough, and the system structure has not been established. But what we are talking about here is not the same, but in the context of today's society increasingly emphasizing the need to release the individuality of people, and enterprises putting more emphasis on the creativity of employees, some enterprises put forward new requirements for the management system.

Just like in a football match, in addition to the rigid rules such as not being offside, not touching the ball with your hands, not kicking out, not tripping people, etc., both sides can arbitrarily use a 5-3-2, 4-3-3 or 4-4-2 formation to play. In the process of the ball, they can pass long distances, dribble the ball, make personal breakthroughs, cooperate with relays, shoot with barbs, and also head the ball to the goal. Football stars can be said to show their magic and tricks throughout the game. The more balls the better, but the premise is that no fouls are allowed.

This is very similar to the principled provisions in the enterprise management system. Any personality and creativity must be beneficial to the interests of the enterprise as a whole. Otherwise, the stronger the personality and creativity, the greater the damage to the interests of the enterprise. However, on this basis, employees or teams can design management models and management regulations according to their own business characteristics and management needs, and the company does not interfere too much. Enterprises with generally high overall quality of employees such as research, design, and technology can try this type of system.

Due to the different types of enterprise systems, in the process of system standardization construction, the same model cannot be followed, but targeted solutions should be adopted according to the characteristics of different system types.

Does the management system have to be systematic and comprehensive? An in-depth analysis of the four categories of management systems

When establishing a systematic, comprehensive and standardized institutional system, we must first build a systematic institutional structure, which can include corporate governance, business strategies, internal operations, interest relationships, personal development, etc., and each category can be subdivided into Sub-categories, such as internal operations, can be subdivided into production management, quality management, technology management, marketing management, administrative management, human resource management, financial management, information management, logistics management, safety management and many other aspects. Sub-categories can also be further subdivided. For example, logistics management can be subdivided into procurement, warehousing, distribution, and waste material processing. A systematic and complete institutional framework can ensure that enterprises are comprehensive and standardized when they carry out institutional construction.

A detailed and comprehensive system type for core business can start from the sorting out of core business processes in the construction process. For example, project management of engineering enterprises is the core business, sales and procurement of commercial enterprises are the two core businesses, and production of manufacturing enterprises is the core business. Enterprises must first find out the key links in the core business process chain, and clarify the sub-processes, powers, responsibilities, operational norms, prohibited behaviors, reward and punishment measures, etc. of the key links, so that the responsibilities and rights are equal, and the responsibilities and interests are equal.

To clarify the specific type of system for the related links, it is necessary to carry out detailed problem diagnosis in the early stage of system construction, find the intersection and problem manifestation in the criss-crossing instruction flow, information flow and resource flow, and fix effective countermeasures in the form of system For example, the resource allocation system and resource plan of the project team is the system that regulates the allocation of resources between various project teams and professional technical departments. The project team is temporarily formed according to the needs of the project, and the professional and technical personnel belong to the technical department on a daily basis and undertake certain The R&D responsibilities and resource allocation system can well coordinate the conflicts between the temporary work of the project team and the R&D responsibilities of the technical department.

The system type that only makes principled regulations regards the system as an extension of the corporate culture, and the management of the company depends more on the culture. Therefore, during the construction of this type of system, the company's cultural concept should be transformed into specific behavioral norms and guiding principles, which should clarify what behaviors the company advocates and what behaviors should be rejected, and define the business operation framework and basic management model. There are no restrictions on specific business operations and management methods.