Six Hidden Dangers In The Management Of Chinese Enterprises

China

1.

The management system of many Chinese enterprises is not perfect, nor does it have a standardized and systematic management system. Most enterprises are passive reactive. With the emergence of new problems, the new measures formulated by the operators have not been studied in depth, or have been imitated with the adoption of new management systems of other enterprises. However, little attention has been paid to the logical relationship between the new system and the original system and whether the new system is suitable for the actual situation of the enterprises.

The result is either the systematic nature of the management system, or the Huai Ju Bei Zhi.

This point is very obvious when many Chinese enterprises implement the IS0900O standard.

2, enterprises lack long-term.

Many Chinese enterprises ignore the ultimate goal of entrepreneurs' sustainable management, pursue short-term profits or profits maximization and scale growth. Some enterprises have formulated strategic objectives, but because of their unrealistic strategic objectives, they are lucky to become a mere scrap of paper or cause enterprises to fall into the trap of diversification in order to achieve this strategic goal.

A number of business operators have begun to reflect on the strategic objectives of enterprises, and strive to overcome the problem of fever or shortsightedness, and gradually extend the average life cycle of Chinese enterprises, instead of simply pursuing the scale, but portrayed the image of the strong in the market competition.

It is not just to be bigger but to be strong; what we need is long-term development, not short-term benefit; (the analysis of the contradiction between long-term interests and short-term interests).

3, customer orientation or enterprise orientation?

Some Chinese enterprises have begun to take market changes and customer demands as the compass of business strategy, but most enterprises are still comfortable with developing new products and developing their market according to their own ideas.

The direct result of this kind of enterprise orientation is the way of thinking based on me. This way of thinking does not necessarily guarantee that the products produced satisfy the needs of customers, but the products that can not satisfy the needs of customers can not be pformed into the value created by enterprises.

According to management master Peter Dulake, enterprises exist to create customers.

Those companies that constantly track changes in customer demand have already tasted sweetness in market competition. The best-selling products not only create value directly for enterprises, but also establish the most valuable brand loyalty of customers.

4, rule by man or rule by law

Starting in 80s, China began to select entrepreneurs with various titles, from national awards to small awards in provinces and cities.

Therefore, Chinese business operators are more and more concerned by the society. Of course, their leadership style and personality also have an impact on the development of the enterprises they manage.

Most Chinese business operators, whether they are state-owned enterprises or private enterprises, have a common feature, that is, the influence of the leadership of the managers themselves is great (influence). In some enterprises, even to the extent that they have no doubt about their decisions, this has increased the risk of enterprise operation to some extent, because no one can always be right.

Although this kind of centralization and dictatorship is effective in many times, under the current environmental conditions, facing the changing and complicated environment, rule by man will hardly guarantee the smooth development of enterprises and win in competition.

The strong color of rule by man is also an important reason for the imperfect management system of Chinese enterprises.

Therefore, it is an important challenge for Chinese enterprises to establish a scientific decision-making mechanism (development priority) and implement the rule of law in the enterprise management system.

5, employing or cultivating people

Many Chinese companies feel that it is more and more difficult to retain people now. Not only do they keep people, but Chinese enterprises are also hard to compete with foreign enterprises when recruiting new employees.

It may be attributed to the low wages of domestic enterprises, but it is basically the problem of no incentive mechanism within the enterprise (development space and perfect mechanism is more important than simple wages). Apart from material incentives, the lack of attraction of Chinese enterprises due to the existing resources constraints, one of the most important reasons is that most enterprises only employ people instead of cultivating them.

Comparing the human resource management of Chinese and foreign enterprises, the biggest difference lies in the investment of staff training.

The training of foreign-funded enterprises is perfect and systematic, and is closely related to the corporate culture and the actual development of enterprises. Because employees are regarded as the most valuable human capital, the investment in training of foreign-funded enterprises has also produced very high returns.

On the contrary, the staff training of Chinese enterprises seems to be mostly emergency or passive. The managers seem to have not regarded training as an investment, but only by no training can they establish the relationship between employees and enterprises, let alone the formation of enterprise cohesive force or learning organization.

6, corporate culture needs to be further explored.

Many excellent enterprises in China are very concerned about the construction of enterprise culture, and have invested considerable manpower, material resources and financial resources to plan corporate culture.

However, there are some misunderstandings in the process of corporate culture construction, such as laying stress on the construction of material layer of corporate culture, ignoring the role of core values of enterprises (core competitiveness), paying attention to the creativity of planners, ignoring the actual situation of enterprises, resulting in the corporate culture being only a bottle of flowers, and can not get the identification of employees (a flash in the pan); enterprise culture is stereotyped, lacks individuality, attaches importance to the neateness of words, and ignores the expression of enterprise characteristics and so on.

Of course, there are still a large number of enterprises still do not carry out corporate culture construction, without the core values of enterprises, which are unfavorable for enterprises to cope with the future environment and the potential of employees.

Therefore, the cultural construction of Chinese enterprises needs to be further deepened.