In the process of enterprise growth, it is a process to make the enterprise bigger and stronger, and to explore its meaning. The different problems faced at each stage during the period give different meanings in the process of enterprise growth.
It is necessary to continuously improve the internal quality of the enterprise and form the five core capabilities of enterprise management in order to take the road of growth smoothly.
What are the five cores of team management?
1. Cultural management
Culture is the consistent value concept and code of conduct for all employees of an enterprise.
Corporate culture determines the internal cohesion and external appeal of an enterprise.
Culture and philosophy are the basic ideas of business operations, and in the process of continuous operation and long-term development, it is a solid centripetal force to build an excellent team.
2. Process management
The key to improving the efficiency of an enterprise is the process. The realization of process management needs to change some habits of traditional management.
Break the functional habit: only focus on the degree of completion of department functions and vertical management control. The functional behaviors between departments often lack complete and organic connections, which leads to a decline in the overall efficiency of the enterprise.
Therefore, the habit of functional separation must be broken.
Cultivate the habit of systematic thinking: treat the behavior of the enterprise as a collection of processes, manage and control this collection, and emphasize the coordination and targeting of the whole process.
Every piece of work is a part of the process and a node of the process. Its completion must meet the time requirements of the entire process. Time is one of the most important criteria in the entire process.
Learn to use thinking to adjust work order, arrange a reasonable time course, limit the number of goals and completion time, so that the work can be completed efficiently.
3. System management
From the perspective of employees, system management is an invisible hand that restricts their behavior, and if they violate it, they will be punished;
On the other hand, employees are not particularly resistant to this restraint system. The implementation of the system will bring convenience to daily work. If an unsuitable or excessively compulsory system is implemented, the opposite will be done.
From the manager's point of view, the system cannot restrict employees too tightly, otherwise it will squeeze employees like a mandatory system and make employees feel dissatisfied.
Therefore, managers cannot regard employees as machines for receiving jobs, and must give full play to their subjective initiative under the implementation of a standardized management system.
Not every system is applicable to all companies. Finding a system that suits your company system is fundamental.
4. Organization management
Power and responsibility have always been two aspects that need to be balanced in management. Keeping these two aspects in a balanced state is a problem to be solved by organization and management.
A person can only have one direct boss.
Do whatever rights you have, and be responsible for things within your own scope.
Use one's own position to make some instructions, but the consequence is that other people can't complete their work well, and some unnecessary troubles and problems will be caused due to their unprofessionalism.
5. Plan management
No plan is out of order, and plan management must solve the problem of whether the relationship between goals and resources matches.
Therefore, plan management consists of three key elements, goals, resources and the matching relationship between the two.
Three conditions are required to achieve management by objectives:
Goal as the base point
(1) Strong support from senior management;
(2) The target must be able to be tested;
(3) Goals must be confirmed by senior management.
Resource as object
Many people usually think that goals are the objects of plan management. In fact, the objects of plan management are resources, and resources are the conditions for achieving goals. To achieve the plan, the only way is to obtain resources.
Target and resource match as a result
This is a measure of the quality of plan management. When the resources available can support the goals, plan management can be achieved. When resources cannot support the goal or exceed the goal, it is either "daydreaming" or a waste of resources.
