How To Identify Problems In Management

< p > because people's understanding is different, they will be influenced by < a href= "http://www.91se91.com/news/index_c.asp" > personal emotion < /a > and < a href= > http://www.91se91.com/news/index_c.asp > value > /a >. The understanding of "management problem" will also be different.

The 98% reason for the contradiction is "misunderstanding", because 98% of misunderstanding is "misunderstanding", that is, the inconsistency of understanding of the problem.

A sales task has not been completed, some people understand that it is not a problem, because all people have not completed the task, not because we did not work hard, but because of the significant changes in the external environment of the enterprise.

Some people understand that it is "problem", because other enterprises in the same market competition environment, the sales situation is better than we do.

Because the understanding of "problem" is different, the management decisions and actions taken by enterprises will be different. The attitude and performance of employees in work will also be different.

The premise of solving problems is to find and ask the right questions.

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What is "P" is more important than "what to do". "Doing the right thing" is more important than "doing the right thing".

The purpose of enterprise innovation activities is to solve management problems. First, we must understand what is "management problem" if we want to solve management problems.

The so-called "management problem" is the gap between the "existing state" and "expected state" in the management and operation of enterprises, or the gap between management status quo and management goal is the gap between what is and what should be.

"Solving management problems" means finding the right way to narrow the gap between the status quo and the expectation.

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< p > strong > 1, opportunity is the problem, the problem is opportunity. < /strong > /p >

< p > some management problems do not come from the status quo, but from the future.

Drucker said that the success of innovation comes from conscious and purposeful pursuit of innovation opportunities.

He put forward seven sources of innovation and later called it the "window of opportunity" for enterprises to create change. The seven opportunities for change are: (1) unexpected events; (2) uncoordinated contradictions; (3) the needs of the process; (4) changes in the industrial and market structure; (5) changes in demographic structure; (6) changes in concepts; (7) new knowledge.

These phenomena do not form the existing threats and problems of enterprises at present. However, if they are not grasped and utilized, they may pose a threat to the future of enterprises. If they are grasped, they will become opportunities for the development of enterprises.

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< p > > therefore, Drucker suggested that every 6 months to 12 months, enterprises must regularly conduct systematic reviews through these seven opportunities to find opportunities for change, thus giving "systematic abandonment, improvement and success" to the current situation of enterprises.

From a forward-looking perspective, opportunity is a problem and problem is opportunity.

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< p > < strong > 2. It is more important to ask the right questions than to solve them. < /strong > /p >

< p > sometimes "problem" does not exist, but we mistake it for "problem".

Some business managers spend a lot of efforts to solve the problem of employee turnover. But in depth understanding, they find that employees are moving in a reasonable range, which is a normal employment phenomenon. On the contrary, if they do not flow for many years, they may become a rigid management problem.

"No overtime work" is not a problem at all. Some enterprises regard "no overtime work" as a performance of not being dedicated to their work.

It is normal and necessary to have different opinions and arguments at work meetings within the company. Some managers regard people who have different opinions as being against themselves.

People's understanding of "problem" is inconsistent, resulting in many man-made contradictions and conflicts.

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< p > to solve problems, we must first learn to discover and eliminate the "problem" that is not a problem.

To ask the right questions is to solve the problem.

Therefore, Einstein said, "it is often more important to ask a question than to solve it."

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< p > < strong > 3, finding management problems requires forward-looking management insight < /strong > /p >

< p > sometimes there are "problems" in enterprises, while enterprises and managers fail to find "problems" or ignore them.

Some management problems are not obvious. Just like Bian Que's diagnosis for Cai Huan Gong, only when the enterprises get to the point where they are ill and hard to cure, can they know the big problem.

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The management problems and major crises that enterprises tend to lag behind before discovering hidden dangers often appear in the following aspects: the problems of strategy and process, the problems of personnel and culture, and the adaptability to external changes. In these respects, managers need forward-looking management insights. They need to apply innovative thinking and dare to break the shackles of the original framework and the mindset so that they can detect problems and put forward the right management problems in time. P

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< p > < strong > 4, how to identify and find the correct < a href= "http://www.91se91.com/news/index_c.asp" > /a < > /strong > /p > by image recognition.

< p > Drucker's "career theory" provides us with a way to explain the origin of management problems.

He pointed out that the first duty of the highest level of the enterprise is to answer the following three interrelated questions through rigorous research: what is our cause? What will our business be? What should our business be? Drucker thinks, "what is our business" is the most important problem that determines the success or failure of the enterprise, because "few people have fully studied and considered this problem, perhaps this is the main reason for the failure of the enterprise."

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< p > to answer "what our business is", enterprises need to answer further questions about who our customers are, what customers buy and how to buy, what value the customers are in mind.

In order to answer "what our business will be", enterprises need to further answer the questions of market potential and market trend, what changes will happen in the future market structure, what innovations will change customer needs, and what other customer needs are not satisfied.

In order to answer "what should our business be", business management still needs to answer further whether "we are engaged in the right cause or should we change our career?" in order to answer every second questions, enterprises need to put forward more detailed elements to further study and answer, until subdividing to face every specific real problem.

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< p > < strong > 5, and putting forward the management problems must take into consideration the factors of enterprise strategy and enterprise culture < /strong > /p >

In the face of the same share of market share and sales performance, a strategic positioning in the international market and an enterprise located in the regional market will have different answers to the management problems currently facing P.

In corporate culture, some phenomena are seen as problems in an enterprise, while putting another enterprise into practice is not a problem.

For example, smoking in offices, some enterprises are strictly prohibited. Once someone smokes, they will be fined. In some enterprises, it is considered normal.

In Microsoft, employees can lie on the sofa or eat snacks while they work, while they may be expelled from another unit because they are lazy.

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