Ten Disadvantages Of Chinese Enterprise Management

Mr. Moore, former director general of WTO, said that Administration It is equivalent to Japan 30 years ago and Britain 100 years ago. What are the most serious disadvantages that lead to the backward management of Chinese enterprises?

1. Humanized fatal

The humanization that we have been advocating has actually harmed China to some extent enterprise 。 The vacuum of everyone's consciousness has become the fatal injury of Chinese enterprises. Yin Dechuan, chairman of aipeng group in Hong Kong, recalled that a Japanese once told him that one Chinese can beat one Japanese, or even three Japanese, but three Chinese can't beat one Japanese, because our occupation Morality is not enough.

In Japan's Shinkansen, Yin Dechuan lies in the corner of a carriage and finds an interesting phenomenon: every waiter comes in, bows and salutes, and then says, "welcome to your customers.". At that time, she couldn't see anyone in the carriage, and every attendant who came in was one. She didn't care whether there was anyone in the carriage. This is their procedure. Everyone has this consciousness in their mind, so it must be done. Employees in Chinese enterprises tend to think that management is a matter for a few people, and has nothing to do with the rest of the organization. In fact, management is an organic system and process in which the basic functions of organization, decision-making, control, leadership and motivation are combined with and influenced by the main functions of prediction, research, planning, planning, consultation, coordination, communication, guidance, implementation, system, supervision, evaluation, training, appointment, selection and competition, public relations, advertising and marketing, The formulation and implementation of rules and regulations is only an important aspect of management. In addition, management is not a matter for a few people in an organization, but for all the personnel in the organization. The manager is the subject of management, and the managed object is the object of management. Only when they interact and influence each other, can a complete management process be formed.

　 2. Cleverness leads to defects

Wang Zhongqiu, the author of "details determine success or failure", believes that the most difficult thing in the world is the Chinese, because they are very smart. There are four key words that are easy to blur: smart, smart, smart and wise. Wisdom is to perceive the world correctly; Smart is eager to show their own smart, most people in modern society are smart; Be good at covering up one's intelligence is called brilliant; The man who can influence the wise is called Yingming. But in Chinese enterprises, there are too many smart people, too few smart people, and there are basically no famous people. The employees of Chinese enterprises, often smart employees, focus on analyzing rules, looking for loopholes in rules and violating rules. Such a large number of employees, the enterprise is often out of control.

　 3. The magic skill of wielding a knife

Many Chinese enterprises believe that management mainly depends on experience and practice. Management is a matter of "self-learning without teachers" or "keeping one's heart in mind". They despise the guiding role of advanced management tools and methods in practice. Therefore, in the actual management process, neither pay attention to learning new knowledge, nor pay attention to the timely sublimation of experience into theory, resulting in extensive management, short-sighted management, more subjective decision-making, relying on luck. It often leads to inefficient management and poor performance. Chinese enterprises are lack of management tools and methods. The system construction and management rules of our enterprises are very abstract and general. The first item in many employee manuals is "love ×× The rest are slogans and empty words. This is a useless manual, not even the most basic principles and methods of doing things. There are many weak links in the enterprise. {page_break}

　 4. Three beats of leadership

Some people describe the leaders of Chinese enterprises to bring down the enterprises with three pats: making decisions by patting the head, regretting by patting the thighs, and leaving after patting the buttocks!

Chinese enterprises have only a decade of history, and have not really mastered enterprise management. The management of Chinese enterprises is still in the stage of naive management, and it is often to catch a leg as an elephant. One of the most common problems in the management of Chinese enterprises is to regard necessary conditions as sufficient conditions, such as thinking that marketing is advertising. Small and medium-sized enterprises encounter difficulties in the sales process. Some enterprises regard advertising as a lifesaving straw and often want to save sales through advertising. Advertising is indeed a driving force for short-term product sales, but the development of enterprises is long-term and steady, and frequent advertising is absolutely impossible for small and medium-sized enterprises. In the process of Chinese enterprise management, the leaders have too many ideas and decisions. However, the strategy can not be effectively realized with the help of ideas and small skills. Strategy is the integration of methods and systematic work. Many enterprises have a lot of strategies, but the effect is very little. It is the result of lack of wisdom and systematization.

　　 5. Can't squat

Basic management is like squatting. The management foundation of Chinese enterprises has not been done well, and even the post responsibilities of managers themselves are not clear. When enterprises make many decisions, there is no scientific basis and no real market information. Some of them rely on one or two people sitting in the office and relying on their imagination. Such decision-making will cause many problems in the future work, which is difficult to solve. At one time, a policy, the plan did not change quickly, the enterprise changed day and night. It's hard for such a company to last long. A supplier of an enterprise hauled a truck of raw materials and a truck of sulfuric acid to the warehouse. If you lose half of it, the warehouse keeper signs for the car to drive away. The car stays in a small town nearby for one night. The next day, he pulls over and loses the other half. As a result, two cars are counted. The weakness of basic management exists in many links of Chinese enterprises.

　 6. Don't urinate anywhere!

Our management rules are often imperfect. It is very reasonable for Haier to include the prohibition of defecation and defecation into the corporate culture in the early days.

Management rules are the most urgent for Chinese enterprises. Rules have two meanings, one is procedure, the other is system. The procedure is the right thing for the teacher to do, while the system is to prevent the staff from doing wrong. Figuratively speaking, the procedure assumes that the employee is a fool, and the system assumes that the employee is a villain. There are too few procedures for Chinese enterprises.

More training should be given to procedures, and the system as the standard of punishment is not needed for the time being. Program is the roadmap of enterprise work. Taking action immediately will certainly improve the efficiency of enterprises, but it will also bring blindness in the implementation. Our enterprises lack a quality, that is, when doing something, they should think about the constraints of each link on the road map thoroughly. Although it is difficult to predict the future, it is very necessary for managers.

　　 7. Quality coward

The quality management of Japanese enterprises is the whole company. QCC starts from the bottom up, from the installation workers to the front-line workers. Poor quality is a kind of humiliation to the individual, which has a lot to do with Japan's sense of hardship after the defeat. Japan has made great efforts in quality management, and has carried out national quality management in restaurants, families and other occasions. However, Chinese enterprises are cowards in the face of quality management.

Yin Dechuan visited Dalian heavy machinery factory in the Northeast last month. Among the top ten heavy industries, Daizhong has surpassed the traditional leading enterprises such as the first, second and Shangzhong. The plant and equipment are very good, and the location is in Lianggang, Dalian. The cost is 40% cheaper than the famous IHI in Japan, but there is no export. It is because the quality is not good, and the staff have no mentality and will to do a good job in quality management. {page_break}

　 8. Don't understand 123

In Japan, there will be an orderly line-up when buying tickets by train or watching movies. In the factory, shopping window very conscious queuing. The arrangement of bicycles and the parking of cars are neat. Japan attaches great importance to order. There is no need for foremen in Japanese factories. They have made serious mistakes. In the past, they wanted to commit suicide by cutting their stomachs. Now they do not commit suicide, but their spirit is still there. As long as the foreman is not there, we will leave.

If the salesmen of Chinese enterprises do not come back with the list, they will find many reasons to say that "it is not a crime of war". The Japanese want results, and the Chinese like to find reasons. Every day, Japanese will write reports and discuss reports with each other. A large part of us in China are in favor of both sides of the fence. When leaders tell us to do this, we should do our own work at the bottom. Chinese are very smart, you say

　 9. State owned enterprises are MBO

Peng ye, partner of Beijing University vertical and horizontal management consulting company, believes that the biggest problem of state-owned enterprises is the system problem. What is the driving force of entrepreneurs to make a profit of 300 million a year? This benefit is not personal, but national. Entrepreneurs can grow according to the minimum standard, as long as the profits of the enterprise, the growth of the enterprise and the approval of the superior leaders can be guaranteed. But what can the boss of state-owned enterprises get if they try to do it? The boss of an enterprise depends on his personal consciousness and pursuit of his career. He gets a relatively low basic salary and a relatively small bonus. However, many welfare benefits such as special plane will not be retired. This kind of entrepreneur's struggle has worries behind him.

The system reform of state-owned enterprises depends on national policies. Now that MBO is stopped, Lang Xianping takes Haier and TCL as negative teaching materials, which makes many people dare not do it. Now many state-owned enterprises are waiting for the government to issue new policies.

　　 10. Entrepreneurship is short-lived!

Peng Ye thinks that the problem of private enterprises is the quality of leaders. The state-owned enterprises are too democratic and the private enterprises are too autocratic. At the beginning, private entrepreneurs were unable to do it in state-owned enterprises, or because of personality problems. Qingdao's largest wood flooring entrepreneur has a keen sense of market genius. However, it has great defects in management, and the overall quality is not as good as that of state-owned entrepreneurs. After the start-up stage, all enterprises encounter the bottleneck of talent development.

As a private enterprise, it is necessary to establish a talent growth ladder suitable for its own enterprise, so that employees can have long-term life goals, see a bright future, and train employees. So that employees and enterprises grow together. Promote more self-motivated and capable employees within the enterprise, so that the loyalty of employees to the enterprise will be higher and higher, which is the enterprise cohesion. A strong cohesion is the hope of an enterprise. An enterprise does not rely on one or two people to guide the maze. What it needs is an excellent team, a group of responsible, capable, knowledgeable and self-motivated talents who are loyal to the enterprise.

Yours, I'll do mine. Japan will argue before it is implemented, but it will be carried out seriously after the dispute.