Governance Of Middle Level Crisis In Private Enterprises

With the formal implementation of the new labor law in 2008, the managers of private enterprises are facing a severe test.

What should enterprises do in the face of the new labor law?

It is impossible to fundamentally solve the sensitive problem of reasonable distribution of the interests of enterprises and employees by relying on opportunistic tricks. To alleviate the contradiction, we must first strengthen training and upgrading from the managerial and psychological qualities of managers, strengthen long-term skills training and quality education for employees, pform old management concepts, update old concepts, thoroughly break the mode of "experience management" and "centralized management", strengthen the concept of fine production process management, enhance the internal psychological quality of all members, and make individual goals consistent with the goals of enterprises, so that the pressure of business management will be reduced.

Private entrepreneurs are at the highest level in the internal organization of enterprises. They are the most strategic thinking in the enterprise. The expert in the management and management of private enterprises, Mr. Zeng Shui Liang, thinks: this organizational level determines that the main strategic thinking of enterprises is completed by entrepreneurs, while the middle and low level managers and ordinary employees are relatively less exposed to and thinking about this problem, and naturally they can not effectively assume the role of strategic management.

The two is team structure.

The unique development path of private enterprises determines that the construction of middle and high level teams is based on trust and loyalty rather than capability.

That is to say, the team building of private enterprises at the beginning of their business is difficult to attract senior managers who are professional and competent.

The current situation and causes of management problems in private enterprises are: 1. current workshop directors and factory directors, production managers and department managers are mostly promoted from the production line, lacking professional, standardized and systematic management training and further education.

In the past more than 20 years since 2.'s reform and opening up, most managers have been working with a passion that is not afraid of hardship or fear of fatigue. When the enterprise develops to a scale of more than 400 people, no matter from professional skills or management ability, way of thinking, working methods, communication ability, psychological quality and sense of responsibility, it can not keep up with the needs of the development of enterprises, and the pressure of management is increasing.

3. quite a few old staff members have lost the passion in their pioneering work. In the past, the so-called talents have become the bottleneck of the development of enterprises. Many people begin to enjoy themselves in the credit book of "no credit or hard work". In the past, the iron buddies who had been bossing their bosses with the growth of their businesses are now playing down their emotions.

4. the vast majority of middle managers are still at the level of "experience management" and "authority management". They do not have a deep understanding and understanding of young people who are newly employed after 80s. Management methods generally solve conflicts and disputes by means of management, card, pressure, training and fines, and lack of communication and correct education methods. All of them go wrong to employees, resulting in a large number of staff turnover. The fundamental reason is that managers' emotions and problems in dealing with them are out of order.

5. executives face conflicts between family relationships, friendships and human relationships. They can not handle decisively. They are helpless about the shortage of human resources in the production line, the shortage of management personnel and the confusion of production process, resulting in frequent air pportation, customer complaints and fines.

The main reason is that the education and training of employees have not been valued for a long time. There is a lack of communication and understanding between managers and employees. Management skills and management skills and ways of speaking are very short, resulting in abnormal work mood, lack of teamwork consciousness, and less loyalty and trust to enterprises.

6. enterprise salary distribution system is not standard and rigorous, employees are very vague about their monthly income, can not fully reflect fairness, openness, justice, pparency, employees only suspect that enterprises do not trust, this is a big business management.

It is also one of the fundamental reasons for many enterprises going downhill.

Because of the long run of orders, the top leaders of 7. enterprises are in a state of sub-health and easy to be emotional.

Business performance has begun to float on its feet. Work has begun to be flashy, and sometimes it feels that its quality needs to be improved. It wants to learn something, but it does not calm down. What it does is a bit of a smug taste. It always complains that the following people are not able to complain, and is troubled by "busy", "blind" and "confused" all day long.

Also appear: no authorization, do not know how to rationally allocate their time, big and small things to grasp the confused situation.

The above seven points are the true portrayal of the internal management of private enterprises, which is the urgent problem for private enterprises to solve.

Mr. Zeng Shui Liang, an expert in the management and management of private enterprises, thinks that training talents should emphasize independence. If things are handed over to subordinates, it will inevitably lead to some shortcomings due to inadequate consideration or lack of skills.

Under such circumstances, the boss always habitually instructed subordinates to do what they should do.

Of course, in dealing with some important problems, it is absolutely necessary to give specific directions or principles to follow.

But the problem is that if the instruction is too detailed, it may make the subordinates form a habit and form a dependent mentality.

A command, one action, only mechanical work, can not talk about the way of doing things, how can we cultivate talents?

The most important thing for private enterprises to train talents is to make them think more and think more, and then make plans and strategies to put them into practice.

Only by being independent can we stand alone.

The most important task of a leader is to inspire the ability of the subordinates to be independent so that everyone can work independently, instead of being a puppet of obedience.