Common Problems In Management Upgrading Of Private Enterprises

With the rapid development of private enterprises, China Private enterprise How to achieve management change? Management upgrade It has become a hot topic in recent years. However, the management upgrading of private enterprises is difficult and difficult. Why? The reason is not external. The main reason is that there are five factors that obstruct the smooth management of private enterprises. To upgrade the management of private enterprises successfully, we must try to weaken them in advance and eliminate them. Interference factors 。

First, the business and resources of private enterprises lack the "upgrading" adaptability.

When the private enterprises started, they mostly engaged in the daily necessities industry or the newly rising sunrise industries with low technical content, less capital investment, relatively low entry threshold, but large market space. Therefore, after several years of development, there were widespread problems of single business structure, crowded industries, homogenization of products, and lack of complete and healthy three tier business structure (core business, growth business, seed business).

Although companies have made some money, technological equipment, production and operation experience, suppliers' resources, distributors' resources, social public relations, staff quality and so on are still the same, and have not been improved in time. Now that companies are getting bigger every day, it seems to be a failure to make a single product. To enter and develop new businesses, the overall resource composition of enterprises can not meet the requirements of new businesses at the same time.

But the old business has lost vitality and profit attraction, and it is imperative to develop new businesses. What should we do? The owners of private enterprises do not lack the courage and the spirit of adventure. The reason is that private enterprises do not take into account their own business and resources. Blindly, for the new business structure, enterprises simply can not adapt.

The business situation is in a mess. The private enterprises are going to be very confused with the employees, and the new businesses need new and stricter management rules. It is difficult for them to understand and accept them in depth. The management of private enterprises should be upgraded and upgraded. Instead, they have become the pretext of causing business difficulties.

Two, the development speed of private enterprises is too fast, so it is difficult for the management system to jump rapidly "upgrade".

Well done private enterprises often catch a specific market opportunity, and they grow rapidly within a few years. The annual growth rate is frightening. The highest rate of growth is said to be 10-20 times a year. We can imagine that in such a high-speed growth of balloons, the management system of enterprises is obviously unable to keep up with the expansion of business scale.

This leads to two results. One result is that private enterprises, in order to keep pace with development and seize market opportunities, have been managing their increasingly large enterprises with the lowest and most primitive management mode. Their situation is somewhat like the development of capitalism under the primitive slave society or feudal society system. The development goal is achieved, but the production efficiency is low. There is a huge tension between the management system and the internal relations of productivity, that is, productivity and production relations are seriously unbalanced. Such a state can not be too durable.

Another result is that too simple management mode is mandatory to manage the increasing and complex business. On the one hand, it reduces production efficiency and management efficiency. On the other hand, it has artificially blocked the thought and behavior of all the employees. A long time has formed a strong inertia, and the wrong behavior pattern has become correct. When the new correct management mode appears, the old system becomes a hard nut to resist reform. Continuous jump management upgrade makes it hard to believe that it will be applied and successful, and people are more and more inclined to "remain the same". That being the case, failure to upgrade the management of "three jump" is not a strange thing.

Three, the owners of private enterprises can not grow together with enterprises.

I have emphasized more than once in many articles that the owner of a private enterprise is the soul and ultimate decision-maker of an enterprise. Its level and ability determine the fate of a private enterprise in the future. From the perspective of subjective wishes, we all hope that the successful owners of private enterprises can make persistent efforts to continuously improve their personal comprehensive qualities and be competent for the important task of leading enterprises to a better future. {page_break}

However, the brutal facts are placed before people: the quality of private entrepreneurs is generally low, and the experience of management and management enterprises is generally lacking. Most of them lack great life goals and strategic management capabilities. But enterprises are their own, they do not want to work hard to upgrade, and they will not dare or unwilling to delegate to talented "outsiders". The result is that "a bicycle expert can fly an airplane", and it is a fluke. In fact, the simplest way can be learned by everyone: one is to learn to fly a plane by oneself, and two is simpler.

What is it that makes many bosses of smart private enterprises confused? No other, just the same thing: private entrepreneurs do not adjust their position in life. Without correct positioning, there can be no high level. Without a realm, it is impossible to have a big mind. Without a big heart, there is no way to be big minded. Without great courage, we can not see through economic interests. If we fail to see more benefits, we will not be able to realize the spanformation of management ideas. There is no change in management ideology, and of course there is no management upgrade.

Four, private enterprise management team is aging, unable or unwilling to manage "upgrading".

When private enterprises started, they could not afford to be able to afford too many people because of lack of financial strength, so they only used many family members or friends who were capable but dependable. This was right when we first started. It saved both costs and career. But after the development of enterprises, the original human resources structure has become a problem: People's demands are higher, and light will do practical work. Now it is said that planning, leadership and management are needed.

But what did the meritorious officials do before they beat the world? They are now the leaders of the key departments of the company, and their management needs to be improved so as to avoid them. From the standpoint of the "old revolution", they are vested interests in the subjective aspect, accustomed to the old mode of management and management, and have a distrust of new things; in objective aspect, their overall quality is not very ideal, and it is difficult to objectively promote the rapid promotion. Considering all kinds of factors, they are not too happy to change too much.

When the enterprise is bigger, the boss of private enterprises can not ignore the attitude of the core management team to many decisions when doing things. The owners of private enterprises generally do not do anything that most managers strongly object to. Coupled with the influence of emotional factors established in the long run, the owners of private enterprises, even if they want to change them, are often afraid of confronting their subordinates or unwilling to make great efforts to persuade their subordinates. As a result, reform has become a difficult task.

Five, the quality of employees in private enterprises is poor, so it is difficult to be competent for "management upgrading".

Even if the owners and management teams of private enterprises have no problems, private enterprises must upgrade their management, and there is also a need for employees to do so. Employees can not agree to adapt, upgrading can only be aborted or become a mere formality. But the objective reality is that in order to reduce labor costs, most employers use the lowest standard, so long as you can do the work I give you, other employers are not interested and have no responsibility. Under the guidance of such guiding ideology, the quality of employees in private enterprises can be imagined.

The quality of employees is not ideal, which hinders the spanformation of enterprise management in two aspects. On the one hand, employees are psychologically indifferent to any change measures of enterprises. On the other hand, the ability of employees to adapt to the new management mode is not enough. Psychological apathy makes the atmosphere of the whole enterprise more depressed. Employees only perform tasks mechanically by superiors, and can not understand the meaning and role of change deeply. Lack of ability leads to insufficient enforcement of employees, and then, because of the ability to dislike new reforms, it is easy to take negative negative attitudes towards change.

In short, when private enterprises develop to a certain stage, management upgrading is imperative. However, upgrading is a systematic project. It is a matter of great importance to the overall situation of enterprises and to everyone. Experience tells us that if any reform is to succeed, we must first change people before we can change the way we do things. People and basic conditions have not improved, upgrading can only be "in situ".