Why Employees Have No Executive Power

The more tired a boss is, the less competent the employee is.

Because the more competent the boss is, the employee will not have the chance to display their talents.

The more competent a boss is, the more he listens to other people's opinions. The more competent the boss is, the more he likes to play alone.

If the decision is made by the boss himself, the competent employees go faster.

Talented employees do not have the chance to display their talents and leave their jobs. Talented employees have nowhere to go but have to stay.

The so-called bad money drives the good money phenomenon, also exists in the enterprise talented person retention and withdrawal! The talented person does not use, boss is tired; does not have the talented person, boss does everything personally, is more tired.

Boss tired, often with no authorization.

The boss does not authorize, employees do not have the right to do things, everything should be asked to report, always report, the efficiency is naturally low.

Employees are less efficient and employers are more tired.

Employees are inefficient and their performance is not good.

Staff efficiency is low, business performance is bad, and employee income is not good.

Staff income is not high, enthusiasm for work will be greatly reduced.

Employees are not motivated. Where do they perform?

The boss of small and medium-sized business has to cling to the board. He has no rules for his work, no procedures for his work, no training for his employees, no stable personnel, anything can become difficult in front of newcomers, cadres can not make decisions, employees dare not assume responsibility, they find bosses when they are in trouble, their bosses are busy with fire fighting, or they decide to feel their feelings, do not accumulate, do not accumulate, do not sum up, do business all day, and manage affairs all the time.

Such enterprises, how to execute their employees.

If an enterprise fails to form a written standard

It is impossible for the staff to do anything.

There is no standard for doing things, no standard for evaluation, no basis for rewards and punishments, income is not linked to contributions, employees may do more wrong, more mistakes may be more punishments, less or no action, fewer mistakes or no mistakes, no mistake, no accountability, and no one else can work.

I wrote five years ago that "executive power is a byproduct of the enterprise management system".

A good management system must have good executive power. On the contrary, without good management system, there will be no good execution.

The key to building an enterprise management system is that the boss must first change his backward ideas.

The enterprise was no longer an individual from the moment she was born.

A few people or even one person can start a business. To keep the enterprise stable and steady, we must rely on a group of people and rely on all the staff.

If we compare the enterprise to a ship, the boss is at most a helmsman. The helmsman can only do the work of the helmsman, can not do the work of the chief officer, and can not do the work of the sailor.

All employees in the enterprise must have clear responsibilities and division of labor, so as to promote the enterprise ship to ride the wind and break the waves and forge ahead.

The small and medium sized enterprises that I used to serve have gone through the change from the management of the boss to the management of the system. The simile on the helmsman and the sailor came from a former capable person.

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After setting up a standardized management system, his company no longer does everything personally, even if it goes out for ten and a half months, the enterprise still operates smoothly.

Both work efficiency and enterprise efficiency have improved a lot compared with his one man management.

The benefits of management are no longer out of reach for him, but within reach.

Only when the boss changes his mind can he build up an enterprise step by step.

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In terms of method, it is a commonplace to me.

That is the ten step rule of Zhang Guoxiang's management system:

First, clear the enterprise target system from the beginning of strategy.

Two, establish and improve the organizational structure of enterprises.

Three, adjust and improve the post setting of enterprises

Four, establish and improve the enterprise decision-making system.

Five, design and optimize the operation process of enterprises.

Six. Establish and improve post work standards.

Seven, design enterprise performance appraisal standard

Eight, design enterprise salary welfare plan

Nine, improve the formulation of enterprise system norms

Ten, organize and optimize corporate culture.

To build up the executive power of enterprises, we must establish and improve the management system of enterprises. With their own management system, the boss is no longer tired and employees have executive power.