Talking About Enterprise Management And Management

< p > > many Chinese < a href= "http://www.91se91.com/news/index_c.asp > > Enterprise < /a > Company Culture Handbook states that" details decide success or failure "or" routine minor matters above everything else "and so on, so that we can regard this concept as a creed.

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< p > Chinese business leaders and executives are always thinking about doing big things and unwilling to do trivial things. They do not care about the details.

However, due to the fact that minor matters and minor details have not been done well, the foundation of the company's management has shown a serious state of weakness, which has led to the failure of the following major events.

In the end, no matter big or small, nothing can be done.

This is one of the fundamental reasons for the continuous bankruptcy and bankruptcy of Chinese private enterprises.

In fact, we should understand that a big thing is based on trivial matters. If minor things are not done well, great things will never be done well.

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< p > it seems to me that there is no secret of effective management of an enterprise.

If there is a trick, there is only one thing to do: "routine work": the things that have been stipulated are constantly and conscientiously done throughout the year, and carry on all the simplest, easiest and most fresh things.

Zeng Shui Liang believes that a regulated enterprise does not have so many large and huge events every day. Most of the work is a routine routine, which is not much different from wiping tables, mopping floors and cleaning windows.

However, more than 98% of Chinese enterprises fail to do routine work such as "routine routines", but it is precisely because of these "routine jobs" that fail to make a great success of enterprises.

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< p > in fact, a href= "http://www.91se91.com" > foreign capital < /a > the biggest difference between enterprises and private enterprises is that foreign enterprises can keep doing routine routine for many years, while private enterprises can only do routine work within two months.

From third months on, "routine routine" is no longer done.

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< p > however, the fundamental reason for the development of an enterprise lies in its internal management, and the internal management is to refine all the management items, and at the same time, to refine the projects to form a repetitive action, and to constantly reinforce the various foundations in the enterprise, is the fundamental connotation of management.

All these repeated intensification actions are in fact details, seemingly trivial things.

What is lacking in the private enterprises is the spirit and motivation to make these details trivial.

Private enterprises may be able to do these little things in a week or a month, but lack long-term resilience.

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< p > Zeng Shui Liang believes that "compared with the staff of foreign enterprises, Chinese employees are lacking in persistence, lack of perseverance and lack of perseverance in conscientiously doing routine tasks."

Therefore, in the management reform of private enterprises, we must change the values of enterprise organization members. We must try to give everyone a sense of pain due to the absence of routine work, so that everyone can identify with the idea of "routine trivial matters above everything else" in the bone marrow.

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< p > in short, the effective and efficient sustainability of enterprise management is not a matter of intelligence and ability, but perseverance and toughness.

In the end, the difference between the management level of Chinese enterprises and foreign enterprises is not entirely lost in intelligence and ability, but in perseverance and toughness, and in the routine "a href=" http://www.91se91.com/news/index_c.asp "/a".

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