Bad Management -- The Root Of Enterprise Crisis

No matter what the nature of an enterprise is, its owners, managers, employees and governments hope that they will flourish and have a long career.

However, under the market economic system, enterprises are in a rapidly changing competitive environment. Meanwhile, the internal factors are constantly changing, which makes enterprises in crisis.

Enterprises that are outdated, far from the market and customers, without competitiveness and without innovation and improvement have been pushed to the edge of bankruptcy. Needless to say, even those enterprises that have seized the opportunities of the times and are rapidly rising, and are regarded as giants of Chinese enterprises have suddenly fallen into bankruptcy crisis after several short years of development. These are always warning us: be alert to the crisis!

The existence of crisis in enterprises is inevitable, because many external factors such as market, customers, competitors and so on are always changing. How to identify the crisis and take effective measures to avoid the crisis and even turn it into the driving force for the development of enterprises is the fundamental guarantee for the long-term development of an enterprise. To achieve this, enterprises need to have a higher level of management, which reflects that the enterprises can take the strategy of taking the time to take the opportunity to study the market carefully, give full play to the role of various resources inside and outside the enterprise, form super competitive power, and continue to grow and develop in the competition.

Therefore, the biggest crisis of enterprises is not the external environment and factors, but the fact that the enterprises themselves can not identify the crisis and take action, because of their poor management.

　　管理不善有種種表現： 　　1.當發展速度較快，甚至盈利不錯時，想要擴大新的投資，卻發現不知所措，不知所向，或者盲目投資，絲毫未考慮企業優勢就盲目地向多元化方向發展，結果使企業不僅在這些新興產業中蒙受損失，嚴重者還會殃及原來的產業和市場，最終使企業競爭力下降； 　　2.一個時期內的銷售突然下跌，卻發現沒有能力清楚地了解到市場的整體狀況，同行的銷售變動，以及銷售下降的真正原因； 3.長期以來生意不錯，員工們特別是銷售人員，開始坐在辦公室里，接受定單，卻心安理得；　　4.由于事業順利，管理者愈來愈固執己見；　　5.重視短期，輕視長期；　　6.不知道"只要生產出來，就可以賣得出去"的日子，快要一去不復返了；　　7.把復雜的社會化大生產分割后交給承包人；　　8.把過去的輝煌當成今后成功的籌碼

；　　9.盲目從眾；　　10.上一級的管理在做下一級的工作，放棄決策責任，美其名為深入下層；　　11.競爭而無任何屏障能力；　　12.權責混亂，對下級或下屬企業說："你能管的就管，管不了的我來管"；　　13.絕對的集權或絕對的分權：　　14."東方不亮西方亮"式的多元化觀念，導致輕率盲目地投資，冀成功的希望于偶然；　　15.在企業內部玩弄權術；　　16.成本失控；　　17.帳目不清；　　18.以為賺錢越多，表示管理越好；　　19.將目標設定在"大"，而不是設定在"增強競爭力"；　　20.產品賣得好時，開始洋洋自得； 21.沒有制度，各行其是；　　22.高層主管沒有規劃能力和控制能力；　　23.成長過快而失穩；　　24.沒有明確的競爭策略；　　25.管理者在產品質量和服務質量上對企業誤導；　　26.追求最大利潤；　　27.站在自己的

Position, rather than standing on the customer's standpoint; the 28. clan blood relationship personnel policy; 29., the advertisement instead of the corporate image; 30., the fried brand name; and the 31. of the 31. study, and the 32. departments of the enterprise.

To achieve sustainable development, enterprises must face up to the crisis and face the crisis brought about by mismanagement.

With the acceleration of China's strides in the WTO, Chinese enterprises will inevitably face more brutal market competition from home and abroad.

Whether it is difficult, steady development, rapid expansion or high noon enterprises should rationally consider the above management problems, truly see the gap between Chinese enterprises and foreign advanced enterprises in technology, products, especially management, and effectively improve every management problem that may be found, and constantly optimize and improve and improve, then the day of revitalization of Chinese enterprises is just around the corner.