Small And Medium Shoe Enterprise System Is Lax &Nbsp; Shoe Enterprise Management Is Worth Pondering.

In September 22nd, the system of information was in name only.

Shoe companies have grown up, they need to be standardized, they need to set up systems and need process, but the system and process will not take the initiative to help you manage. Just like machines and equipment can produce products. If no one is to operate, machines and equipment will not produce any products voluntarily.

Machinery and equipment is the tool of production, and the system process is the tool of management.

Whether a tool can play its role depends on the person who uses it.

There are machinery and equipment, not necessarily products; there is a system process, does not mean that there is management!

System is not equal to management.

Managers of shoe enterprises must correct past erroneous concepts.

However, it is very regrettable that there are plenty of people who hold the wrong idea of "having a system with management". The sound footwear enterprises seem to have made a lot of efforts in management, but why haven't they received any results?

One is the boss mentality: the rules and regulations are sound, and the shoe enterprise management is finally on the right track, and I can catch my breath.

The two is the mentality of the Cadres: This is good. I do not need to keep my eyes on subordinates and offend people everywhere.

From no system to system, it is indeed the progress of management, but the mentality that we think we can have a system and let go and sleep at ease is absolutely unacceptable.

There is no business in the world and there is no permanent management.

It is unrealistic to make a vain effort in management.

Well

Good habits are hard to form, but bad habits are hard to get rid of.

Some people say that management is actually cultivating good habits of employees to overcome their bad habits.

I think so.

It is much easier for enterprises with sound system and perfect process to enhance their executive power than to manage disorderly enterprises.

As long as the boss takes the lead.

Where does the boss take the lead? The boss only needs to be late for meetings.

Because we found that institutional destruction and discipline were almost always delayed from the boss meeting.

The secretary informed the meeting at eight a.m., the result was that the boss was always present at half past eight, and the trust of the boss began to be discounted. As time went by, the instructions of the boss were also discounted, and the poor executive ability was "cultivated".

Therefore, there are chapters that do not follow, discipline is slack, and execution is poor.