Thirty-Two Ideas For Improving Enterprise Management

First, training should be training with demand (personal or organizational needs), training should pay attention to differentiation and training effect, and "pay, no benefit", only those who do not know management will do.

Two, training can not just because of the cost budget, should co-ordinate arrangements, take into account the long-term development of enterprises and individuals, mainly enterprise development.

Three, training can take the company and the individual to bear half the way, because a certain position must have the corresponding qualifications and ability, so the individual must bear the cost, then can enjoy the company welfare, training is a kind of welfare provided by the company.

Four, regular training, we should make full use of insider training, but pay the cost should reach a certain standard, management should be strict, training must be completed; professional training must employ external experts or college professors; at the same time, we can take out training methods to select young talents to go to universities to receive formal professional training.

Five, at any time, we should pay attention to establishing the concept of scientific and cost saving for the company. For the control of the cost, the large cost must be audited by the core executives, and other expenses can be summarized and audited according to needs or regularly, and every effort should be made to save money for the company and try every means to raise the level of operating profit.

All individuals who embezzled corruption with the convenience of cost control must be eliminated and eliminated.

Six, the operation of enterprise organization must be pformed from passive low efficiency to active and efficient.

Seven, management should grasp the core; control and control the key processes, key indicators assessment; grasp the big and small, rely on supervision, responsibility and mechanism constraints; focus on the management of middle and high level cadres, and at ordinary times pay attention to training alternative cadres, echelon personnel; the overall operation and control combined with single control; define the approval process and the time limit for examination and approval; all departments responsible for performance and responsibility, signed responsibility, must be detailed, data and facts clearly described, and the corresponding constraint mechanism.

Fully give power, power, responsibility and interests are closely linked to each other. Non important matters must not be reported in detail. Each functional department supervisor should have assessment indicators, flexible indicators and inflexible indicators.

Eight, enterprise's incentive, innovation and governance should achieve the following objectives: easy, fast and controllable work, reduce political internal friction, audit supervision, major personnel deployment, and highly recognized market.

Nine, business units must be self financing, pay performance should be focused on motivation; functional departments can consider appropriate Commission, a certain proportion of incentives, focusing on stability.

Ten, we need to set up a scientific balance sheet for every member of the organization. Its salary level is in accordance with the following criteria: high efficiency, low consumption and high income; low efficiency, high consumption and low income.

Eleven, organize every person's work, there should be weekly, monthly, quarterly and annual reports; do a good job diary; do a random survey to ensure authenticity; and resolutely oppose fraud.

Twelve, the feeling of working in domestic enterprises is that we should not only care about the face of the insiders, but also depend on the reaction and effect of the market.

The market is the only criterion to test the results of our work; anyone can do things well before talking about terms and treatment.

Thirteen, we must think of doing a career, not just want to get a higher salary, we must have "I am a great horse" idea; dare to work groundbreaking.

It is a very important task to make good use of fourteen people and to "know others well." it is the greatest responsibility of managers and leaders to make good use of one person. The formation of good organizational culture is inseparable from scientific management, without flexible mechanism, full authorization and trust in people.

Fifteen, everyone must fulfill their tasks in time according to the requirements of consultation. Outstanding people never make excuses and dare to take responsibility.

Sixteen, use it to stay, do not need to go, do not be foolish and loyal, realize the maximum value of intellectual resources and human resources; those who can not give full play to their creativity and activeness, even if they are really talented, will only bring resistance to the development of enterprises. Therefore, we can not sustain ourselves and be able to be outstanding and vigorous.

Seventeen, truly talented and capable people will not be willing to remain silent forever, because he knows that the growth of every talent consumes considerable social resources and occupies quite a lot of opportunities, and the waste of resources and behavior is extremely irresponsible.

Eighteen, excellent talents can be temporarily wronged, but it is impossible for a long time. If all of them are promoted step by step, plus pressure and exclusion, they will lead to the loss of key talents who are loyal to the enterprise and can be used well for the enterprises. (for example, the story between Niu Gensheng's Meng Niuxing and Zheng Junhuai's Erie), nineteen, the way for the growth of general talents is to add a little bit to his work and responsibilities, and give full trust, reuse and full authorization after the inspection period.

Twenty, we are well aware of the difficulties of making a living, and of course know more about the difficulties of the boss in running and managing an enterprise. We should also find out how to get out of the difficult path and method, even when we are running hard, we need to fight highly skilled soldiers and soldiers.

Twenty-one, excellent people, he is absolutely capable of empathy, receptive to others and good interpersonal relationship.

Twenty-two, profit is equal to the value of the comprehensive innovation of the enterprise, minus the surplus of the value created by the average progress.

Twenty-three, improving the management of enterprise organization should start from the obvious point of view. From the initial passive compulsion to the development of good habits, managers and leaders should play a leading role and truly lead by example.

Twenty-four, the greatest value that human resources management and leaders can create for the enterprises they serve can be found in the talented people who are mixed up in the barren state of the enterprises, or they can introduce such talents to the enterprises and remove obstacles for them.

Twenty-five, the value and influence of the gifted spirit in the enterprise to the enterprise is far-reaching and enormous. Moreover, only such management genius can lead the enterprise out of the predicament and get out of the mire of the low level competition.

Twenty-six, always remain modest and prudent, never forget the great dream; always maintain self reflection and self improvement; always maintain an empty cup mentality and strong learning ability; learning power is the key to deciding the outcome of competition.

Twenty-seven, we only need to scientifically use every person in the enterprise to make the human capital operation of the enterprise become a negative asset, so that it will not become a training base for rival enterprises and a military academy in Whampoa.

Twenty-eight, to cultivate an elite talent team belonging to the enterprise, recruiting airborne troops can not solve the problem of sustainable development and sustainable development of enterprises, and our domestic enterprises still lack this mechanism and system.

Twenty-nine, we should cultivate more leading cadres with overall outlook and systematic view, corporate culture, noble character and bold leadership.

Thirty, dare to break through, dare to surpass, dare to compete, create a harmonious organization on the basis of keeping the vitality of enterprises.

Thirty-one, we must take considerable time to consider innovation and breakthrough while doing our current work and daily operation management.

Thirty-two, excellent enterprises such as SONY, and constantly innovate and solve problems, can our domestic enterprises not deeply reflect on them?