The management of an enterprise directly affects the survival and development, and efficient management motivates employees to give full play to their potential

Improve enterprise management level

With the increasingly fierce market competition, if an enterprise wants to be invincible in the market competition, it must continuously improve its management level. The level of enterprise management determines the direction of enterprise development and the time of continuous operation. Enterprise management level is a problem that enterprises should attach great importance to and urgently need to solve. To improve enterprise management level, what aspects should be focused on?

First, do a good job in the basic management of the enterprise

The contents of the basic work of enterprise management mainly include:

(1) Standardization work.

Standardization work includes the work process of formulating, implementing and managing technical standards, management standards and work standards.

Standardization work requires the characteristics of "new (new standard), complete (sound standard), and high (high standard level)".

(2) Quota work.

Quota refers to the number of penalties stipulated for the consumption, utilization and occupation of human, material and financial resources under certain production technical conditions.

The quota work requirements are practical, and the quota comes from practice, which is an abstraction of practice, not a subjective fiction; the quota work requirements are authoritative, and the quota is issued through a certain approval process; the quota work requirements are general, and the quota is for practice. Abstraction; quota work requirements are phased, practice is developing, and quotas must be adjusted in a timely manner.

(3) Measurement work.

The core of measurement work is to obtain data and evaluate data. Without measured and accurate and reliable data, the production and operation management of enterprises will lose scientific basis.

(4) Information work.

Information work refers to the collection, processing, transmission, storage and other management work of the data required for the production and operation activities of the enterprise. Modern enterprises must improve the information system with accurate data and sensitive information, so that the production and operation process of the enterprise is gradually integrated into the electronic computer management track.

(5) Improve the rules and regulations.

It is necessary to establish and improve a set of vertical and horizontal chain and mutual coordination of the internal economic responsibility system of enterprises.

(6) Basic education work.

Vigorously improve the political, cultural and technical quality of employees.

Second, pay attention to the use of emotional management methods and enhance coordination ability

Emotional management is to enhance the emotional connection and ideological communication between managers and employees with sincere feelings, meet the psychological needs of employees, respect and care for employees, form a harmonious learning and working atmosphere, and let employees regard the company as their home. Humanized management that coexists with the enterprise.

To apply emotional incentives, department leaders must create an atmosphere of mutual trust, mutual care, mutual understanding, mutual support, mutual respect and love, unity and harmony; application of leadership behavior incentives.

All work leaders must first take the lead, while educating and helping others; applying example typical incentives.

The power of role models is endless. Most employees strive to improve and not be left behind. Good ones must be praised; rewarded, punished and motivated.

Rewards and punishments must be combined, that is, the use of positive and negative incentives to implement assessment incentives.

As a manager, you must first correct the relationship between the manager and the managed, effectively combine formal communication with informal communication, be good at communicating with people, have a sense of respect, and communicate directly with employees.

At the same time, we should pay attention to the impact of fairness factors on people's emotional reflection.

People want to be treated equally, so the creation of a level playing field must be considered.

Coordination is an important function of business management and an effective way to do a good job.

Therefore, in my daily work, I pay great attention to internal and external, horizontal and vertical coordination.

Internally, it must be strictly managed, but it must be stable, and conflicts should arise, and it must be compared to learning; externally, it must adhere to principles and maintain work coordination.

Horizontally, the units and departments at the same level should help each other, learn from each other, and support each other; vertically, the leaders and the company's functional departments should take the initiative to work, and the work should be carried out vigorously and resolutely.

3. Know how to use human resource management - double barrel theory

There is a well-known "cask theory" in enterprise management, which means that the overall level of an enterprise's capabilities depends on the weakest of the specific capabilities of the enterprise. Reach the height of the shortest baffle of all baffles.

So what is the double cask theory?

Here, the baffles of the enterprise barrel represent various aspects of human resource planning, job analysis and job design, personnel recruitment, selection and employment, performance management, salary management, and corporate culture in enterprise human resource management.

To improve the overall level of human resource management, enterprises can only constantly find and make up for the shortcomings in human resource management.

However, when applying the "cask theory" to the practice of enterprise human resource management, it is easy to fall into some misunderstandings unknowingly.

Many companies often examine their own shortcomings in human resource management, and learn or introduce the best experience to make up for it, but the final results are not satisfactory.

This is mainly because the "cask theory" easily guides people to replace or repair the shortcomings of the enterprise in isolation, instead of systematically considering the overall status of human resource management and the overall management status of the enterprise.

When it comes to the company's relatively low level of performance management, it is easy to think of introducing the latest and best methods, such as the popular 360-degree performance feedback, KPIs, balanced scorecards, and so on.

Spend a lot of energy, and even pay a lot of money to hire external brains to participate in the design of such a new system.

However, during the implementation and maintenance, it was discovered that the new solution could not be fully implemented at all, or that there was great resistance in the implementation.

Sometimes the implementation of the new program is over, and the enterprise performance management returns to the original state.

In fact, a careful analysis of the reasons why the performance management methods of excellent enterprises are effective is not only because of the reasonable design of their performance management system itself, but also inseparable from the good management of other aspects of human resources such as organizational structure, job design, and compensation system.

However, due to the relatively low foundation of human resource management in learning enterprises, even reasonable job design and other work have not been done in place, and many basic data and information cannot be easily obtained.

At this time, blindly learning other people's advanced management methods will not achieve the purpose of making up for shortcomings.

If the "double barrel theory" is introduced to consider the same problem, it is easy to avoid the previous misunderstanding. A barrel is its own enterprise, and some shortcomings affect the overall capability level of the enterprise. Another barrel is used as a benchmark. Enterprises, we need to borrow or learn from the same position of the bezels of benchmark enterprises to improve the shortcomings of our own enterprises.

Under the "Double Barrel Theory", enterprises should not only comprehensively analyze all aspects of enterprise human resource management as an organic system, instead of treating them as independent baffles; It is a gradual process, and the baffle where the management method of an excellent enterprise is located is the result of long-term construction.

Some companies hope to develop ahead of certain shortcomings. At this time, companies can choose some benchmarking companies that are better than themselves according to their own conditions.

At this time, the barrel of the benchmark company is slightly larger than that of its own company, and the barrel baffle of the other party is much higher than its own short board.

In the process of learning, it is necessary to see that the other party's high baffle is the result of long-term accumulation, and may not necessarily be directly transferred to one's own enterprise.

In many cases, it is necessary to gradually improve in multiple stages, so that there is a process of digestion in the process of introducing new management methods, so that the probability of success can be improved, and the level of the enterprise is also getting higher and higher.