Enterprise management system

[Edit this paragraph] Basis and basis for establishing enterprise management system 1. Seeking benefits from management is the economic growth point of modern enterprises.

Many enterprises are facing the transition from experience management, emotional management to system management, which requires great risks and very painful and thorough changes. However, once the third step-system management, enterprises can truly achieve sustainable development and growth.

2, the establishment of enterprise operation mechanism is an important part of corporate culture.

Corporate culture is not something you casually say, nor can it be formed by hanging slogans on the wall. In fact, it should be integrated into the thoughts and behaviors of every employee. An action, a look revealed, is the real corporate culture. What do employees' * * values support? What is not supported? This is the corporate culture. Corporate culture is divided into four levels:

(1) Surface culture: vision, logo image: clothes, logo, stationery, envelopes, etc.

(2) Shallow culture: words and deeds of employees: walking, talking and treating people.

(3) Middle culture: whether the management system of the whole enterprise is established and improved, and the combination of operation, effect and efficiency of the whole enterprise management system.

(4) Deep culture: enterprise charm: deep things such as vision, values and brand connotation.

Many enterprises still stay in shallow culture and shallow documents, and we should March into middle culture and deep culture.

3. Standardized management is the two legs of enterprise development.

Enterprise management must be systematic, and all management systems must be linked. Just like a machine, only the organic combination of parts can ensure the high-speed and efficient operation of the machine. In modern enterprise management, there are five hardware systems that must be established and improved: (1) development strategy planning; (2) Standardized management; (3) human resource management; (4) marketing management; (5) Capital operation management. Among them, the strategic target management system is the brain of the enterprise, and standardized management is the two legs of the enterprise, which must be down-to-earth

4. The standardized management of enterprises needs to establish and improve seven modules and the relationship between them.

The first module: development strategy

It is necessary to plan the development strategy of the enterprise, which is the first thing for the enterprise to do. In other words, enterprises must lock in the target market. What market do they want to seize? In which direction? This is something that enterprises must be clear about.

The second module: core process

Under the premise of strategic planning and target market locking, what kind of core business processes can enterprises use to maximize the target market?

The third module: organizational structure

Influence on enterprise behavior will directly determine whether the function of enterprise operation is sound or not. Therefore, the organizational structure is not drawn by the general manager, but carefully designed according to the strategic development planning needs, core business processes and market demand orientation of the enterprise.

Module 4: Workflow

How many specific work processes does an enterprise have, how many organizational modules it must go through, and how is each process determined? In the process of work, how to clarify the responsibilities and rights? How are resources allocated? The management process of modern enterprises is prior to, more important than and greater than the setting of departments.

Module 5: Job Description

How many departments are designed in the enterprise organizational structure? What is the function of each department? What is the interactive relationship between departments? What are the three standards (post, personnel and personnel) of each department? What is the value of each position to the enterprise? Then the enterprise will also analyze the value of each position in the department.

Module 6: Performance Management

Performance appraisal is not equal to performance management. Performance management is a system, and performance appraisal is just one of the tools. Advanced performance appraisal method is a target appraisal method. Enterprises must first determine their goals and responsibilities before they can conduct performance appraisal. Simple ranking and scoring will often "test" employees.

Module 7: Incentive Mechanism

Incentive should be included in the whole process of enterprise management, not only after the event, but also before and during the event.

Only in this way can the management of enterprises form a system with a soul and a core.

In addition, the enterprise management system also includes the following modules:

Post evaluation-evaluate each post in combination with the actual work to evaluate the actual functions of the post personnel.

Salary and welfare design-planning the company's salary, welfare policy, options and other aspects of the system, planning the company's salary and welfare plan according to the modern enterprise system, making it competitive and fair, solving the worries of employees, and designing interest incentive mechanisms for the company's development needs and different levels of personnel.

Human resource development-according to the principles of modern enterprise management, the human resources of enterprises are planned, including staffing plan, talent replacement and talent reserve plan. Staff training and education system and plan, talent career planning, staff case and construction system, etc.

Management process design-according to the standard of modern enterprise standardization, establish the business processes of each system of the company to coordinate the work connection between departments, standardize various special business processes of the company, and coordinate the business activities within departments. Formulate the company's management process, management system and management form.

Design of management standards-Specify the corresponding management standards according to the business management process of the system. Including the content of management work, the required time limit, the responsible person, and the management documents and forms required to be delivered.

Design of management form-according to the requirements of management standards, design the corresponding management form. So as to lay a foundation for the establishment of enterprise management information system.

Management information system design -MIS, that is, enterprise management information system. On the basis of management process design, management standard design, management form design, computer software design and hardware connection are carried out to realize full electronization of enterprise management information system.

Management by objectives-formulate the company's goal system and decomposition method, design the application form of management by objectives, and provide the basis for performance appraisal. [Edit this paragraph] Enterprise management system 1 Content, strategic objectives and business philosophy

It is to show my identity to employees, consumers and the market: "Who am I? What should I do? " Let employees, consumers and the market have a clear understanding and positioning of the enterprise. Therefore, strategic objectives and business philosophy are the first part of enterprise standardization management.

2, program flow, table design

Modern enterprises consider processes first, then departments. Process is more important than department, and process is greater than department. The function of the process is to design the daily workflow of the enterprise, so that the routine work can be carried out in an orderly manner and the unexpected work can be prepared for a rainy day.

The function of form design is to help enterprises make their daily work more clear and standardized, so form design must be simple and easy to use, with supporting programs. More importantly, the design and standardization of programs and forms can lay a very good foundation for enterprise informatization and digital management.

3. Organizational structure and functional modules

Clarify the core business process of the enterprise, and after the core business process is determined, you can calculate what kind of organizational structure the enterprise needs to support the realization of the strategic planning of enterprise development. After the organizational structure is determined, it is necessary to clarify the responsibilities of each functional module in the organizational structure.

4. The value of department posts, powers and responsibilities

Specification for post power and responsibility analysis of departments. Enterprises should accurately, practically and standardly describe the responsibilities of departments and posts and the posts of employees. The sustainable development of enterprises must rely on the "rule of law" management system, and standardize the appointment and assessment standards of employees and managers with qualifications.

Post value analysis can clarify the specific value of each post in an enterprise to the company and the importance of its contribution to the company's core goals and values. It is also the standard basis for post salary and other treatment. Therefore, the job description of an enterprise has a good authorization function. Job qualification description has the function of judging employees' working ability. Post value analysis has the function of checking and evaluating the contribution of employees' work.

5, rules and regulations, discipline norms

Enterprise rules and regulations refer to the rules of the game that all employees must abide by. The more systems are not the better, but there is a premise that must be implemented when formulating. The system is like a knife that keeps swinging up and down The system seems to be useless when no employees violate it, but as long as someone violates it, they will be punished and punished.

6, management control, decision support

How many modules do you need to control in your daily work?

How many control points are there in each control module?

What is the information feedback frequency of each control point?

What is the level of collection, analysis, use and confidentiality of this information set?

Only the processed information can support the decision-making behavior of enterprises. A manager must be clear-headed and think twice before you act. In enterprises, management control system and decision support system are truly and effectively established. This system is very valuable for enterprises, especially managers at all levels. [Edit this paragraph] The first stage of enterprise management system construction, the cultivation of employees' sense of responsibility

1, the key to enterprise success is execution.

The right strategy does not guarantee the success of the company. A successful company must be in place in strategic direction and implementation. What's more, there are not many companies that have completely failed strategically. More companies withdrew from the competition in almost the same strategic direction. Execution has played a more lasting role in the company's development. It can not only implement the strategy, but also consolidate and optimize the strategic direction in the process, forming a two-way interaction between strategy formulation and strategy implementation.

2. The core of execution is responsibility.

The foundation of execution is execution organization and execution culture, and the core is responsibility, including the orientation of power and responsibility and the cultivation of responsibility consciousness.

3. Responsible managers always pay attention to the results.

Successful managers must be responsible managers, and responsible managers always pay attention to the results. Focus on results: first, we should measure the role of "solving problems" in the company and take "solving problems" as a strategic step; Second, we should resolutely and permanently solve the daily problems in our work.

Responsible managers only care about the results and are not interested in making excuses.

4. Managing professional elements

Task-The primary feature of any profession is the task it must complete.

Tools-mastering the tools needed to complete the task is the guarantee of doing a good job.

Principle-The principle of completing tasks and using tools determines the quality of work.

Responsibility-the responsibility of work is related to the importance of work.

Managers often make the mistake of refusing to take responsibility.

Good management can attract the best employees, guide them and let them give full play to their talents. The biggest untapped resource of a company is the potential of employees, and managers have the responsibility to exert this extensive wisdom.

Effective management must have clear responsibilities, and effective managers should bear their own responsibilities for the results of things.

An important aspect of responsibility is to admit that you are not omniscient.

6. Why do we need responsibility?

Responsibility is the lifeline of an enterprise.

Responsibility makes us braver.

Responsibility makes success easier.

Responsibility is a part of life.

Neglecting responsibility means reducing the competitiveness of enterprises.

7. What hinders our sense of responsibility?

The influence of social atmosphere—

Pragmatic style of doing things

Complain more than change.

Always trying to blame others and things.

The bystander effect inherent in human beings

The second stage is to thoroughly understand what responsibility is.

Responsibility is a choice.

The basic understanding of responsibility is the right to make a choice, either to take responsibility or not to take responsibility.

Once the responsibility of choice becomes the driving force of our life and gradually becomes a habit, it will become the most important condition to help us succeed.

Consciousness is the core element of responsibility.

2. Responsibility means not making excuses

Excuses are reasons for not being successful.

The mentality of always making excuses makes people become victims.

Once you are used to making excuses, you are unwilling to try to change your situation.

Excuses, pessimism and helplessness always go hand in hand. They are enemies of personal responsibility and success.

It is difficult to take responsibility. However, the reward of taking responsibility will be a long-term feeling of self-confidence, respect and strength.

3. Two-dimensional definition of responsibility

Two levels of responsibility-to whom and to whom.

Choosing who is responsible means that we have made a commitment to it.

People with weak sense of responsibility tend to be responsible for their own actions, while those with strong sense of responsibility tend to be responsible for the results.

Leaders generally believe that the biggest trouble comes from those who are only responsible for their own actions. But the problem is that there are too many managers' management methods that make people mistakenly think that they are responsible for the process rather than the results.

Responsible leadership makes subordinates understand that the core feature of good performance is the pursuit of results rather than behavior.

7. The sense of responsibility is relative

The relativity of sense of responsibility is reflected in the choice of judging criteria of "who is responsible" and "who is responsible".

People who have a strong sense of responsibility at work may not think they have a sense of responsibility at home.

Enterprises cannot expect to be the core of a person's overall sense of responsibility.

The sense of responsibility for enterprises and customers should be balanced.

8. Attributional thinking and organizational execution

The selectivity of responsibility is reflected in the thinking of imputation.

Two Trends of Attribution Thinking —— External Attribution and Internal Attribution

External imputation often attributes the responsibility to the external environment and conditions, without looking for reasons from itself and making excuses for shirking responsibility.

Intrinsic attribution emphasizes finding reasons in oneself, and people with intrinsic attribution thinking often dare to take responsibility and strive to improve their work.

When everyone in the organization is used to internal liabilities, the execution of the organization will continue to improve.

9. Responsibility goes both ways.

Two-way responsibility emphasizes that the responsibility of superiors to subordinates and the responsibility of subordinates to superiors are interactive.

The core of two-way responsibility still lies in work responsibility.

10, learn to recognize your responsibilities.

Six responsibilities of leaders

Six responsibilities of employees

The third stage is to establish the responsibility system of enterprises to customers.

1. Completing the work does not mean serving customers.

There are many powerful forces that separate us from our customers.

People all over the world are working hard, but they ignore their customers.

2. Commitment to customers

quality standard

Delivery standard

Cost standard

Business standard

3, market research-pay attention to your customers, your potential customers and your past customers.

4. Understand the four typical problems of customers.

5, determine the core of the service

The fourth stage is to establish employee responsibility system for the company.

1, give a clear and meaningful direction.

2. Planning of corporate mission and vision

3. Formulation of vision and business development goals

4. Refine the values respected by enterprises.

5. Cultural environment construction

6. Establish a departmental responsibility system

7. The establishment of post responsibility system

8. Establishment of responsibility assessment system

9. Establishment of accountability system

The fifth stage is to establish a corporate social responsibility system.

1, corporate social responsibility consciousness is the embodiment of managers' social responsibility consciousness.

2. The motivation of corporate social responsibility-the impact of the system on society and the requirements of society itself.

3. Corporate social responsibility shapes corporate brands.

4, two ways to assume social responsibility:

-Monitoring the quality of products or services

-Humanitarian care for society

5. Take social problems as opportunities for enterprises.

6, the limit of social responsibility

Responsible managers will not make the enterprise decline because of pursuing personal interests.

The business performance of an enterprise is the decisive factor of its social responsibility.

Have the ability and authority to undertake social responsibilities.

7. Learn to refuse to assume improper social responsibilities.

& ltB& gt； The sixth section, the establishment of enterprise internal problem solving system.

& lt/B& gt； 1, the most practical solution: seven-step poetic method.

2. Define the problem

3, clear goals

4. Find a solution to the problem.

Step 5 develop an action plan

6. Troubleshooting

Step 7 communicate

8. performance

& ltB& gt； Section VII, the significance of establishing the system of cultivating the responsibility of all employees.

& lt/B& gt； 1, the first subject study: lead a meaningful and energetic life through positive personal growth and change.

2. The second discipline is responsibility: to be a problem solver and to achieve the goal with problem solving as the guide.

3. Third, cultivate creativity: even in the face of obstacles, we can find new ways to achieve our goals.

4. The fourth cultivation service: helping others succeed and improving the added value of organizations, products and individuals.

5. Fifth, cultivate trust: keep your promise and keep your word.

6, the principle of practical advantage