Complete Internal Flow Of Private Enterprises

< p > the rapid development of private enterprises needs to have a comprehensive and progressive management and control mode to support.

This time we will take a look at the characteristics and problems of China's private enterprises in the internal process.

< /p >

< p > in the process of standardization and systematization, private enterprises will encounter quite a lot of specific problems in the management process of strategy, < a > operation < /a >, finance and manpower management.

The data is revised - such a strategic goal formulation lacks proper methodology to support, and lacks top-down and bottom-up communication mechanisms; in finance, because ownership and management rights have not been significantly separated, many entrepreneurs "take the enterprise as their home", freely mobilize funds between public and private use, sometimes resulting in the exhaustion of business capital and even threatening the normal operation of enterprises. In personnel, the growing Chinese private enterprises often have the shadow of family businesses, and many enterprises' newly established "old ministers" occupy important positions of enterprises, but they can not keep pace with the times, lack the ability to manage large enterprises, and at the same time become obstacles for enterprises to recruit high-level human resources. For example, in many private enterprises, the strategic goal formulation and decomposition are often simple in history.

This is not the only one.

< /p >

< p > it is interesting that many private enterprises do not have a complete set of management processes, and of course there is no clear definition of the key decision makers in the process.

These enterprises often follow extensive management methods. They have achieved some success in their respective fields in the past. However, due to the lack of carding and definition of key processes, these successes can not be duplicated, and enterprises can not achieve sustainable competitive advantage.

< /p >

< p > a complete modern management process is one of the important safeguards for the sustainable development of enterprises. These key processes may include the formulation and adjustment of strategic planning and operation plans, the collection, collation and analysis of operational data, financial related processes (such as budgeting, cost management, capital pools, etc.), personnel related processes (such as planning, performance management, etc.), and risk management related processes (internal control, internal audit).

For private enterprises lacking these processes, it is imperative to establish these processes.

< /p >

< p > the method established can be revised and combed by referring to the practice of the industry paradigm and aiming at the characteristics of the enterprise.

The most important thing is not only to record the main steps, but to clearly define the position of each participating Department / individual in the key process.

In the modern management system, there are < < a href= > http://www.91se91.com/business/ > RASIC > < /a > to define the functions and responsibilities in the process: < /p >

< p > R (Responsible): "responsible person" - responsible for the implementation of the initiatives and take actions to ensure the implementation of various tasks.

< /p >

< p > A (Approve): "decision maker" - the authorization approvals the decision, and only after its consent or signature can the decision be taken into effect.

< /p >

< p > S (Support): "support party" - participate in and support the implementation of initiatives and provide necessary data, personnel participation and other resources.

< /p >

< p > I (Inform): "need to be informed" - measures will have an impact on the work of some departments, so we must inform these departments of the results of the initiatives - R is responsible for communicating with them.

< /p >

< p > C (Consult): "need to be consulted" - consultation before certain decisions must be made before decision making (such as forensic) - usually not a direct participant in decision making.

< /p >

< p > RASIC is a tool to help manage projects. It can help organizations to plan the responsibilities and relationships between departments more carefully.

It is better to have only one "R" role for every action, so as to ensure no liability gap or overlap.

At the same time, < a href= "http://www.91se91.com/news/index_h.asp" > duty < /a > must be matched with authority and make decision-makers able to make decisions based on effective information.

< /p >

< p > internal control mechanism. Once the key process is completed, besides implementing the top-down implementation of the whole enterprise, it is necessary to supervise the implementation of the process through internal control mechanism, so as to produce the appropriate effect.

In fact, "writing what I do and doing what I write" is the real meaning of the process and the implementation and supervision of internal control.

Many private-owned enterprises have gone even further to request the help of external consultants to sort out and design complete management and business processes, and invite third party certification bodies to conduct long-term auditing and certification, so that the implementation of the process can be carried out from beginning to end.

< /p >