Three Reports on the Resignation of the General Manager

Dear General Manager:

Hello, I regret to officially resign from the company at this time.

Only a handful. I've been in the company for almost three years. In the past three years, I have lost the assistance of all my colleagues in the company. I went from a small clerk to the director of the planning department, and completed a successful country from a campus person to a workplace person. I am very grateful to all my colleagues in the company. It was here that I had laughter, tears and sowing. The company's peer-to-peer interpersonal relationship and old-fashioned duty style once made me feel that I had found something to rely on, and I could be very happy to study here. Maybe this is true, so I finally thought and thought, very carefully.

But recently, I feel that I am not suitable for this obligation and I want to change my environment. I am also very aware that it is a test to resign from the company at this time. When the company employs people, the company will start new projects, and all subsequent obligations will focus on the next step. It is out of consideration for the company to arrange this project in the future, in line with the attitude towards the company, and in order not to let the company make mistakes in decision-making because of me, I solemnly submit my resignation to the company.

I'm thinking of leaving the company within 2-4 weeks after submitting this resignation, so that you can have time to find the right person to fill the vacancy caused by my departure. I can also help you to conduct induction training for newcomers to familiarize them with their obligations as soon as possible.

The days when I can work for the company are numbered. I will definitely put myself in the last shift, fulfill the handover obligation and try my best to make the project achieve a balanced transition. It is very hard to separate this company from these colleagues who share weal and woe, and point out their respect and teaching, and the sincerity and friendship between colleagues.

In just two years, great and gratifying changes have taken place in our company. I regret that I can't contribute to today's brilliant company. I can only sincerely wish the company's performance soar! Company guidance, colleagues' obligations are smooth!

I am here to convey

Salute!

Resignation:

Manager of xx planning department

extreme

Chief xx: Hello!

Today, when I had to start writing with complicated feelings, my heart was full of emotion and regret. Today is almost five months since I took office as general manager, during which the ups and downs are long and complicated. Although I have made great achievements in the history of our company in the past five months, I decided to leave, which brought me more heaviness and reflection.

First, reflect on the decision to join the company.

1. I accepted the appointment for reasons, not for purposes-my first step was wrong. After consulting with you and the headhunting company, I conducted a three-week survey of the company and submitted a management diagnosis report. I chose to give up. Two days later, you drove to my house in person and told me that you had organized middle managers to vote collectively and unanimously appointed me as general manager, and each of them signed a "written pledge to fulfill a military order". If one day they are adjusted or dismissed because of the management needs of the new leader, no one can object. I was very moved, and felt that there was no need to visit the cottage without seeing the back of Kongming's ancestors. It also depends on your determination to change, telling me that I can completely decentralize and do it boldly; Another point is my selfishness-I have been wandering abroad for 20 years after graduating from college. People in China have a root-seeking complex, and our company happens to be in my hometown. I accepted this appointment for various complicated reasons.

This is exactly the problem: I accepted the appointment because of the reason, not because of the purpose-my first step was wrong; As you, you invited a general manager in a hurry when the conditions were not complete, especially when the preparation was not sufficient.

Two months after I joined the company, when I gradually realized that the company paid too much attention to short-term interests and the authorization was far from enough, I offered to leave. It was your sincerity that touched me again. Yes, after all, it is too short to come, and there are risks in completely decentralizing. The company can't afford to lose, and the desire and management status of employees really need to introduce external executives. I can't stand failure either. As a professional manager who has worked for many years, I don't want to see my failure easily.

What you need is not the general manager, but the assistant to the general manager or the executive vice president. At the beginning of enterprise development, the boss's main management mode is to rely on people to govern. When there are more than a dozen people in the enterprise, all the situation of the enterprise can be seen at a glance, and the problem can be solved in one sentence. When the scale of the organization is expanded to several hundred people, my eyes are far from enough. I can see problems everywhere, and it doesn't matter if I say it ten times and eight times. I have to turn a blind eye even when I sleep. The purpose of your recruiting me is not only because you fly too high and too fast, but also because I think those familiar senior ministers can't keep up with their own ideas and the situation of the enterprise.

I hope that I can get rid of the chronic disease of the organization through the hands of others, and I can avoid being described as a leader like Zhu Yuanzhang who celebrates his success.

Today, it seems that the positioning of our two sides has not been fundamentally consistent. You want to realize your management philosophy through an external supervisor. What you need is not the general manager, but the assistant to the general manager or the executive vice president, just to get me in as the general manager, although you have kept it a secret. But the problem of our cooperation is, boss, when you want to change the following through a professional manager, you don't realize that the root of the system problem is mostly on yourself. Professional managers rely on it and will go to the end because of dislocation; On the contrary, trying to change the boss's ending is often doomed to failure.

Therefore, our company must recruit executives when you know and accept to change yourself.

Second, reflect on the coordination of strategic thinking

The strategy of an enterprise should dominate the overall situation and is the outline of its development. Strategy is the result of fully analyzing comprehensive factors such as strengths, weaknesses, opportunities and threats and allocating necessary resources based on the enterprise mission. Different development stages of enterprises need different strategic cooperation.

1. Today's successful experience may be the root of tomorrow's failure. Let's take a look at some business indicators and questionnaire survey data of our company:

(1) Several main operating indicators:

The annual sales of 20xx increased by-10.7% compared with the previous year, with an annual growth rate of 2.3%.

Quality: 20xx year supporting product return rate13.8%;

The cost changes little;

There are no statistics on the delivery date.

(2) The following are excerpts from some questionnaires, interviews and documents:

The proportion of employees who understand the company's strategic planning: 3.8%;

Proportion of enterprises in favor: 5.1%;

Employee fairness satisfaction: 29.4%;

Universality of leapfrog command: 74.5%;

File implementation rate: 13.4%.

The reasons for the sluggish performance in recent years are all here: the operational indicators are the results, and the data from the questionnaire survey are the reasons. You agreed to the diagnosis report, and we communicated more than once. The rapid growth of enterprises has turned to stagnation, indicating that the development of enterprises has encountered bottlenecks, and long-term pain is better than short-term pain. While the enterprise benefits are good, the market gives us a breathing space. We should focus on standardized basic management as soon as possible, otherwise it will be restricted by many factors such as technology, personnel quality, management level and execution. In the case that quality and delivery cannot be fully guaranteed, the more we supply, the greater the risk. In fact, shortly after I joined the company, you adjusted your annual goal for 20xx. This goal is to increase sales by 32.8% in the case of stagnant performance in the first three years.

Looking back on the development history of our company, we can see that the development of our company is due to your keen market insight and extensive social resources. In the case of extremely weak industry competitiveness, we use low-end products and price advantages to expand rapidly, and the growth model we rely on for success is replication scale. Although you admit that standardized management is the first priority, it seems that you prefer economies of scale, making it bigger first and then stronger. However, whether it is bigger or stronger depends on the stage of enterprise development, not by feeling or patting the head. Today's successful experience may be the root of tomorrow's failure.

2. The boss's pattern determines the strategy of an enterprise. What kind of enterprise will there be with strategy? I have worked in a highly competitive industry and deeply understand what the cruelty of market competition means. There is no need to compare with the home appliance industry. Even compared with the general competitive industry, our survival is a problem. Today, the competitive situation of auto parts industry has entered the red sea stage from the blue sea, but our thinking has not changed fundamentally. Many elders, including you, do not agree with this. Is it wrong for enterprises to make money quickly? In that case, why don't our children go to work after graduating from high school and choose to go to college? Going to college not only doesn't make money, but also costs tens of thousands every year!

Perhaps the reason why our thinking is contrary is that in your eyes, the enterprise is the crystallization of your own efforts from scratch, and you treat the company more like your own children. Especially with the development of scale, your concern about the fate of the enterprise can be described as treading on thin ice, and there is no room for any mistake, which leads to the tendency to avoid failure through experience in risk assessment and strategic decision-making.

But I have been thinking, what should we do in the case of a rapid reversal of the industry situation? Where is our core competitiveness? By technology? Management? Market resources? Or the value chain? None of us have an advantage!

The boss's pattern determines the strategy of the enterprise, and what kind of strategy will have what kind of enterprise!

Third, thinking about the next step of work.

80% of an enterprise's success lies in its execution, and excellent execution can make up for and discover strategic mistakes. In our company, there is a very strange phenomenon, the same thing, different people will give completely different results. Let's analyze the problem that can't effectively promote the work from the most basic aspects of the company.

1. It's incredible that a company only relies on one contractor to build a high-rise building. The determination of organizational structure should be subject to the overall strategy of the company, and then post analysis should be carried out according to the needs of enterprise development, so as to select the right personnel to the right posts. In our company, the core power layers are all old subordinates who have followed you for more than ten years. If this is not a problem, then when the drivers around you have become department managers and deputy general managers, don't they feel the problem? There are many ways to be grateful. If you send them out for further study, is it a more responsible way for each other? Of course, the possible problem is the matching of treatment and corresponding positions.

There is a vivid metaphor in architecture: it is impossible to lead a group of masons who build straw houses to build high-rise buildings just by changing a contractor. Unless the quality of the team is improved, it is necessary to unify the command, but this is difficult to do in our company.

2. The boss is not the fire chief.

In the organization and management of the company, you are far from realizing the harm that leapfrog command brings to an enterprise. Your feelings for the company are unmatched by anyone. You like to do it yourself, and you know everything about the enterprise and even where there are screws. Seeing that workers' maintenance efficiency is too low, roll up their sleeves and start, or think that there is a need for adjustment and mobilize resources on the spot. Efficiency did improve, but as a result, even their supervisor didn't know, and the original plan was disrupted. Imagine the boss that you have been a "fire chief" for many years, and the result is that the "fire" is getting bigger and bigger? The problem is more and more like the mobile phone you brought? I communicated with you more than once, and you realized the problem, but you thought it was your temper.

3. Will employees obey the management of their superiors? When all levels can disobey the arrangement, what kind of situation will the enterprise be? The control of personnel rights will determine the success of a manager. I have been the general manager of two different types of enterprises. Although I dare not say what achievements have been made, at least their brand has jumped to the top. I am well aware of the difficulty of change. In a complex environment where nearly1/40,000 employees are *, I made a careless move and didn't even know how I "died". In our company, human resources managers have to accept dual leadership, and personnel adjustment is too difficult. It is obviously inappropriate for the production system to appoint a workshop supervisor according to his performance. I suggest that his immediate supervisor adjust. The supervisor said that he wanted to transfer for a long time, but this person was directly appointed by you not long ago. Forced adjustment will bring a series of problems. I have communicated with you three times, and the final result is that I didn't know about the personnel changes in advance: after something happened, you won it in public in a rage. As a result, where is his immediate superior? Do subordinates need to care about them? Will employees obey the management of their superiors? All levels can disobey the arrangement. What will happen to the enterprise?

You told me that if you didn't listen, you would be severely punished. Can a fine solve all the problems? When the fine makes it more difficult to cooperate, how should we treat these subordinates who partially abide by the rules and partially abide by the rules?

If the law doesn't work, there are only two ways to make a person do what he doesn't want to do: one is to change his idea through communication, and the other is that if he doesn't do it, he will have worried consequences. In the process of discipline regulation, in order to effectively implement a series of measures of the enterprise, I first implemented some measures to win the hearts of the people, then drafted ten basic norms of the enterprise, organized employees to fully discuss and revise, studied all the staff, ranked the rewards and punishments in the exam, announced the implementation date in advance, dealt with the responsible person, ranked the violation rate of department leaders, and posted a list on a regular basis. At the same time, in order to be promoted effectively, I implemented the separation of prosecution and punishment, and borrowed recruits to check in stages. Thank you for your strong support on this point. As a result, almost all supervisors and employees you depend on have been punished all the way. Company discipline has also been improved as never before. But the problem is behind, and many people begin to raise objections. Is it important to wear work clothes? Will the cell phone ring during the meeting affect the benefit of the enterprise? It is better to concentrate on producing one more accessory. In the eyes of elders, they are roosters who call out the sun, and enterprises are earned by them. In the end, everyone struggled, but suddenly found a stranger with only a little so-called qualifications sitting on his head, not only enjoying the treatment he had worked hard for the enterprise for half his life, but also being extremely unbalanced in his heart, hating houses and Ukraine. Naturally, they are extremely resistant to some new policies. What's more, your attitude is beginning to waver. In fact, my purpose is to give employees a message-from now on, all newly issued documents will take this as an example to pave the way for the implementation of the new management system in the future. Psychologically, this is called "first cause effect" or "first impression".

But?

There are also corporate culture construction and conflicts, and so on.

As a boss, you are well aware of these problems, and you are deeply touched. You can even gnash your teeth at the small circle below. However, in the face of those elders, if you want to change, you have to give up everything, which leads to the delay in solving these thorny problems. Perhaps the reason is that you have taken on the core of an enterprise contradiction, including the contradiction between your own rationality and sensibility, the contradiction between your own advanced thinking and the originally lagging management team, the conflict with the management thinking and culture of external executives, and the balance of various contradictions. The results of the game of different forces often become the basis for judging the implementation of decisions; The deeper reason is that, for people who have just joined the company, apart from anxiety, they always want to see their own shadow subconsciously, not only to control him, to operate according to their own ideas, but also to let him do a good job. Various reasons lead to persistence or giving up.

Therefore, the company must change when you make up your mind!

Fourth, reflect on how to evaluate a manager: Our fundamental difference lies in the lack of a unified value evaluation standard. There is an intriguing figure in management. If an organization evaluates a person, if 30% of employees say yes, 50% don't understand and 20% say no, it is said that no one is perfect, and this person is still good. In fact, the result of this ratio is that nearly 70% people think this person. The reason is that people who affect their immediate interests will spare no effort to publicize how bad a person is, while those who think they are good rarely take the initiative to correct them. Finally, those employees who are not sure will naturally tend to be propagandists. Now I simply compare my tenure with several indicators of the same period last year: last year, the per capita monthly output was 957, during my tenure, the per capita monthly output was 1 158, and the per capita productivity growth rate was about 21%; The production and sales rate is 98.7%; The quality index has also been improved from the original total yield of 93.6% to 95.7%. Per capita production capacity, production and sales rate, quality, cost and other indicators have reached the company's historical record. Supposedly, the acquisition of these indicators should not be a reason to deny my series of measures. Actually, I was wrong!

We judge a manager not by performance figures, but by facts and feelings. I know, your ears are full of all kinds of voices every day, you know? Your family meeting has more influence than all my meetings combined. I know you like listening to these voices, which is not wrong in itself, but if those reporters really want to solve the problem (excluding complaints), why not go directly to their superiors? And you are always consciously or unconsciously looking for information to support your beliefs.

I remember I discussed it with you n times. In this world, nothing is absolutely right or wrong, not in the process, but in a specific purpose or environment. This is why some people regard someone as a war criminal, while others regard him as a national hero. Doing the same thing may be right at one stage and wrong at another.

Perhaps, our professional managers only look at the problem from the perspective of performance, and when the performance goes up, they think they have succeeded; Boss, you are more concerned about the consequences of a decision to the organization, and the evaluation is based on the evaluation of the sender of the information.

When dealing with specific problems, professional managers often think that it is necessary to persist in what is beneficial to the development of enterprises, and resolutely deny what is wrong; From the boss's point of view, sometimes even if you know that the professional manager's approach is correct, due to various factors, you will flatly deny it, even at the expense.

Our fundamental difference lies in the lack of a unified value judgment standard. Years of experience in foreign companies have always prompted me to think, what causes the average life span of domestic enterprises to be less than 2.9 years? Perhaps what most enterprises need at this stage is not how to create success, but how to avoid failure first. This may be the sorrow of China's training industry.

Chief, I made up my mind this time. I am really tired. There are many easy things, but there is nothing I can do in our company. The implementation of every measure exhausted me, but in the end, I mostly gave up halfway. Facing the randomness of the policy, I don't know what to do next. It's hard to adapt before changing! That slow progress makes me more afraid of becoming a sinner in the company one day. Perhaps as the first external general manager, it is difficult to break the spell of short life, and the strangeness with the boss is normal.

I didn't leave to prove who is right or wrong, which is meaningless, and there is no theory in management to define the right or wrong of an idea. If the boss is wrong, it is impossible to have the success of today's enterprise. I'm just deeply worried about the future fate of the company. I hope that through this resignation, we can encourage each other to think deeply, which may be beneficial to the steady development of the company.

With extremely complicated feelings, I wrote so much in one breath about my feelings for the company and you and my best wishes for the company to become a century-old brand. What I said may not be right, but it's from my heart.

Thank you for your concern and care in the past five months. I sincerely admire your generosity, efficiency and professionalism. In order to avoid bringing some unnecessary negative effects to the enterprise, I can consider a way that is beneficial to the company to let me quit.

Thanks again!

Tisso

Board of Directors of xx Company:

Dear leading directors and chairman, I have been working hard and struggling in the company for nearly two months. Because of my own shortcomings and personality, it is difficult to integrate with my colleagues in the workshop. So I decided to resign. Resigned as assistant to the general manager of * * Company.

Before I resigned, I summarized the details I saw in * * Company as follows. It is mainly divided into four issues: financial improvement, human resource management improvement, systematic and standardized system and sales expansion. Because the development of an enterprise must be changed to a certain extent, it will inevitably lead to the separation of ownership and control. Just like I am a professional manager and work for shareholders. Don't work for someone. Without the decentralization and determination of the upper level of the company, everyone who comes will be like me, or will be paid for it. If an enterprise wants to grow and develop, it must first have a relatively sound system to guarantee it. What is the most important difference between large enterprises and small enterprises? That is, the core resources and information of small enterprises are in the hands of entrepreneurs, while the core resources and information of large enterprises are scattered in the hands of managers. Therefore, small enterprises can rely on feelings to maintain, and large enterprises rely on sound systems. Of course, an enterprise cannot be managed entirely by the system. Enterprises also need corporate culture, with mutual understanding, mutual respect and mutual trust among employees. What our company lacks is the above things, system, corporate culture, employees' understanding, respect and trust. The above is to improve the company system, which is the foundation of our company's development. The existing * * company does not have a good system and system execution, but depends on feelings to maintain, how to improve the system execution. It is a problem that our company should face. That is one of the four problems I mentioned, the systematization, process and standardization of the system. With a good system and a perfect system, there must be a good system promoter, and before he comes, the board of directors of the company must agree and have the corresponding legal rights of the company. If there is no such thing, it will be empty talk, and there will be no problem of dealing with the improvement of human resource management and financial improvement.

First of all, let me talk about the promotion of human resource management. There are not many employees in the company, except technology and the outside, that is to say, the employees inside. Although most of our directors are not full-time, the staff of more than 20 people are divided into three pieces, three workshops, four directors and five directors in the warehouse, which is the waste of management resources. I think one can do it. And the wage system should be clear, equal pay for equal work. However, the current salary system in our company is not clear, which leads to everyone eating the same pot. The performance of employees' efforts and non-efforts is not clear, and efforts and non-efforts should be spoken by data. Don't speak by feeling. This is what I want to talk about the improvement of human resource management.

What I want to talk about now is the perfection of the financial system, which has many problems, including the management concept of business owners. First of all, let me talk about warehouse management. Warehouse management is chaotic, and without a good picking system, who can get more materials? There are too many dull materials in the warehouse. Some things have no accounts, why not. Why are the things collected by Hangzhou Engineering Office actually used less? Is it the warehouse or the Hangzhou Engineering Office or the procurement problem? Because who is the first person responsible for these problems, that is, the business owner manager. The lack of good procurement system, warehouse management system and on-site production management system has caused the confusion of existing management, so the first person to be held accountable is the boss and manager of the enterprise. Generally, large brand enterprises pay attention to zero inventory, but our company can't be zero inventory. How can we achieve and approach zero inventory? This is what I want to say about the management concept and value sharing of business owners. To do this, entrepreneurs in our company must learn to share value in their positions, not monopolize profits. I can say that an enterprise that takes profits as its own without sharing value will never be a successful enterprise. And our company's warehouse has more than 654.38+00 thousand worth of inventory, I want to ask why? Why is it so high? Of course, it does not include the company's sluggish materials, which are not established. Our company has high risks. Therefore, we should learn to share value, develop good suppliers and make them good business partners, so as to transfer the benefits of our company's business risks. Transfer our financial pressure, so that we can face market risks better and more flexibly.

In the existing production, we have to master the assembly process, the core thing. The existing aluminum shell can be processed externally. What I want is a semi-finished shell. And this aluminum shell accounts for a large proportion in our production workshop. It takes five people to assemble aluminum shells in Zhang's workshop, and the daily output of aluminum shells is about 50~60 sets. Our company has a standing raw material fund of about 250,000 yuan for this finished aluminum shell, excluding small accessories. Intermediate links can also reduce cost waste. On the contrary, raw material suppliers become my warehouse and my risk grafting master. And our company is more flexible to face the market and increase production to increase production. We don't have enough production space and so on. With the beginning above, our circuit board can also deal with this problem in the same way. Our risks can also be grafted onto my suppliers. What I want is a semi-finished board, but it also involves LED components, which can also be solved. What I want is the LED from a designated supplier. I can claim for quality problems. We are mainly faced with the development of new products and the assembly of semi-finished products provided by various suppliers. At the same time, our raw materials are always available and controllable. The intermediate cost is about 350 thousand. We are not in danger. With the above two pieces, the savings of improving the warehouse will come out, and the warehouse account can be more convenient to manage and save manpower. The resulting savings are even more. It is difficult to calculate the production cost because there are no reports from the warehouse and there are many qualified rates in each link. If there are the above two pieces, it is very convenient to calculate the cost. This is what I call financial improvement.

Finally, I want to talk about sales expansion. The sales of the existing company are not well reflected, because of the lack of sales staff, the company is still limited to Hangzhou. How to expand based on Hangzhou? If we don't have a good sales team now. If there is no such basic point as Hangzhou, will the company have problems?

Ladies and gentlemen, the above is what I have seen and thought in the past two months. Because of my personality, I am not suitable for working in my present company. It was difficult for me to change the company, so I resigned. This will be my final opinion in * * company and my future successor's work suggestion. If it is adopted, I am very happy.

I am here to convey

welcome

Applicant: xxx

time