"General'S Way" Of Private Enterprises

In recent years, with the intensification of market competition and the expansion of enterprise scale, professional managers have gradually stepped into the public vision. However, it seems that love at first sight between professional managers and bosses, to mutual suspicion, and then to parting unhappily, seems to be a kind of fate. Why does this kind of phenomenon appear frequently? The author thinks that this is related to the positioning of professional managers in Chinese and western enterprises.

The corporate governance system of western enterprises is relatively perfect, the separation of ownership and management rights is implemented. The owners of enterprises only grasp the investment direction and long-term development strategy of enterprises, and generally do not directly intervene in the specific operation of enterprises. Professional managers usually have the right to make business decisions. However, there are qualitative differences between China's private enterprises and western enterprises. They usually focus on the owner of the enterprise, the boss is not only the owner of the enterprise, but also the manager of the enterprise, the maker of the enterprise's development strategy and the executor of the implementation of the enterprise's strategy. Their role orientation is definitely not just a investor, they will directly manage the enterprise And through the success of the enterprise to realize their own value of life. This is why the professional managers of private enterprises in China always complain that the boss does not give up power and intervene everywhere.

It can be seen that in today's private enterprises, only when the boss and professional managers clearly define their respective roles can they coordinate and cooperate effectively. The author believes that the "general's way" can vividly describe the relationship between the two: the boss is the decision-maker and plays the role of "commander-in-chief", who is responsible for formulating strategies, but the specific implementation is not his responsibility; while the professional manager is the "general", whose responsibility is to understand and support the "commander-in-chief" strategy, and the most important thing is the ability to implement the strategy.

However, if a professional manager wants to display his talents in private enterprises, the premise is that he can clearly realize his "will" position in the enterprise, because it is still "Shuai" who is really responsible for the operation results of the enterprise. If "Jiang" regards himself as "Shuai" intentionally or unintentionally, his role will be misplaced: the consequences must be painful 。 For example, a private clothing enterprise professional manager a, soon after taking office, put forward a new concept of enterprise management, reflected on the enterprise's previous strategy, and launched a series of marketing reform measures. However, the company's boss was quite worried about a Jun's reform. He summed up the experience of managing the enterprise according to his own years of exploration and thought that these were successful experiences in the past Although a said that he would be dissatisfied with the change in the beginning of the company, he would let go of some of the changes when he was in office and didn't intervene in the change process However, the failure of the reform further led to the crisis of trust in Mr. A. Jun. a had to leave after only six months in office. Since then, the boss has begun to have a grudge against the use of professional managers.

The reason why king a failed is obvious, that is, he did not clearly define the role of "general", which is also a common fault of most professional managers nowadays: they have solid professional skills and can "eat by their ability", but they lack careful consideration in interpersonal skills and strategies, and finally "fail to pay for their ambition". Therefore, as a mature professional manager, if he can think more about how to deal with the relationship with the enterprise and the boss, the results will be quite different. Mr. B in the following case provides us with a fresh sample,

After entering a well-known fast-selling private enterprise, he did not immediately "take the post of a new official, but made a careful observation and study of the enterprise and the boss himself. He found that the short board of the enterprise's business operation was that the management was not standardized and the system was not perfect. Although it could maintain the operation in the short term, it could not support the further development of the company. The boss himself was very intelligent Mr. B realized that his real advantages and strengths as a professional manager lie in standardized management and management system construction. He was able to establish a systematic management system for the enterprise during his term of office, To bring the enterprise's management on the road of standardization is the greatest value to the company. So he focused his work on the construction of the company's management system, focusing on the process, system and standard construction. All the major reform ideas were fully communicated with the boss to explain the significance. However, the boss was asked to take charge of the change, and pushed the boss to the front desk of the reform when he wanted to do something When making a decision, he never makes his own decisions. Instead, he constantly "brainwashes" the boss with new ideas in his daily communication with the boss, so that the boss can accept these new ideas and become his own concept. With the approval of the boss, the implementation efficiency of the reform measures is very high and the resistance is much less. After the success of the reform, he took the initiative to put the credit on the boss, which made the boss feel a great sense of achievement. After several successful changes, Mr. A was like a fish in the water in the company, which was highly valued by the boss and found a stage to show his ability in the company.

It can be seen that as long as the professional managers have a clear understanding of the "general's way" in the enterprise, supplemented by their own professional quality and interpersonal ability, they will be able to solve the relationship between the boss and achieve a win-win situation through coordination and cooperation, and put a strong color of success on their career.