The Boss Of Enterprise Management Should Work Hard At The Basic Points.

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Specific decisions are derived from basic decisions.

The branches grow on the trunk, the branches grow on the branches, and the leaves grow on the branches.

No branches, no branches, no leaves, no concrete decisions can be made without basic decisions.

The specific decisions taken now are subordinate to previous basic decisions, and the basic decisions now affect future specific decisions.

Basic decisions are relative to specific decisions.

Branches decide leaves, branches decide branches, and trunk determines branches.

The basic decisions are hierarchical.

Compared with branch and leaf decision making, the decision level of tree trunk and trunk class is deep. Compared with tree branch decision, trunk decision level is deeper.

What people call basic decision refers to trunk and fork decision.

The role of basic decisions is remarkable.

When the trunk and tree branches were alive, the branches and leaves were all alive; the trunk and the branches were dead, and the branches and leaves were all dead; the trunk and fork were right, branches and leaves were following; the trunk and fork were crooked, and branches and leaves were crooked.

The level of basic decision-making has a great impact on the overall interests and long-term interests of enterprises.

Therefore, enterprise leaders must attach importance to basic decisions, especially the most basic decisions, and make great efforts on the basic points.

Just imagine, if there are no two basic points of reform and opening up, how can our country's economic construction achieve today's success?

Working hard at the basic points means that leaders should optimize their energy structure.

Leaders must not be as energetic as a tree or tree branch in decision-making.

It is a very important leading art to strengthen development strategy research and reduce daily specific affairs.

First, we must grasp the basic problems in formulating basic decisions.

Enterprise problems are reflected in various aspects such as function, product, technology, management, market, capital, information, system, mechanism, personnel and so on.

Every aspect of the problem is both fundamental and concrete.

Whether we can grasp the basic problems is a great challenge to the decision-making ability of the enterprise leaders.

The basic decisions should be pursued with high resolution.

What kind of decision is to be precise? At the same time, we should do "science", "reality" (practice), "new" (novelty), "strange" (peculiar), and "simple" (simple) even if it is brilliant.

This generalization is just a saying, not necessarily scientific. Welcome to mention more valuable opinions. I also want to see other general methods.

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We should not be conceited and complacent about the basic decisions of enterprises.

Or seize the problem is not the basic problem, or think that the basic decision-making department, real, new, odd, simple and practical is not the case, these two phenomena are widespread.

To take lightly the basic decision is to joke about the life of an enterprise.

We should correctly handle the relationship between decision-making power and executive power.

Executive ability is important, but it requires prerequisite decision.

If the decision-making power of the enterprise leaders is not high enough, the basic decisions made are unscientific, unrealistic, unoriginal, not peculiar and not simple.

We should enhance our awareness of basic decisions.

The reason why many enterprises often get twice the result or get into a crisis is often related to the low level of basic decision making or serious mistakes.

If we do not overlook and adjust the basic decisions, that is to say, if we do not fundamentally set things right, it is impossible to get twice the result with half the effort or get rid of the crisis.

First, we must strive for the development of basic decisions for enterprise development.

The development of an enterprise is a change of the nature of the enterprise, and the change of the nature of the enterprise depends on the advance nature of the basic decision.

If we do not work hard at the basic points and fail to achieve basic decisions or strategic innovations, we will be very busy with solving specific problems.

The basic decision comes from the basic decision-making ability.

The basic decision-making ability is different from the specific decision making ability. It needs special consciousness, special thinking, special knowledge and special information.

The basic decision-making ability can not be introduced or imitated, and can only be formed and developed in the long term learning and practice.

Making basic decisions is often inseparable from borrowing the external brain.

Many business leaders are often busy with specific things, and consciousness, thinking, knowledge and information are easily controlled by specific things.

They often deal with specific problems and seldom deal with basic problems, so they lack basic decision-making experience.

For these two reasons, it is best to consult first in order to prevent mistakes in basic decisions.

The leadership psychology decides the basic decision, and the basic decision determines the development of the enterprise. This is the objective law that does not pfer the will of the person.

In order to speed up the development of enterprises, we must improve the ability of basic decision making. In order to improve our basic decision-making ability, we must lead the self optimizing mentality. This is a task that is not enough, but also a logic that can not be changed.

What we are grasping is concrete matters. We are busy making decisions. Such business leaders can be seen everywhere.

Many enterprises have been lost on such leaders.

Those enterprises that are developing rapidly must be the most basic decision making companies. Those with basic decision making must be leaders with excellent psychological quality.

Relying on smart tricks can certainly handle many specific problems. However, the correct handling of these specific problems can only bring partial benefits and short-term benefits to enterprises. The overall interests and long-term interests should be sought from the basic decision-making of enterprises and the depth of leadership.

The development of market economy and the development of fierce competition call for the great wisdom of enterprise leaders.

Impetuous mentality hinders enterprise development.

Many business leaders only pay attention to superficial achievements, do not care about deep-seated problems, criticize others' words and deeds, do not check their own psychology, so that they can never make good enterprises.

Leaves and branches can not be separated from branches, trunk, branches and trunk without tree species and roots.

Enterprises without foundation can only be short-lived.

The healthy psychology of leaders is the root of enterprise success.