Analysis of enterprise management strategy

Analysis of enterprise management strategy

Business strategy analysis, in real life, a company wants to be bigger and stronger, it needs a certain management system, so that it will not be like a fragmented, different companies apply different management, look at the business strategy analysis.

Business strategy analysis 1 1. In short, making a decision is making a decision. Simply put, making a decision is making a decision. Strictly speaking, decision-making is the process of choosing a satisfactory scheme from more than two schemes by scientific means and methods and putting it into practice to achieve the set goals. The characteristic of decision-making is that decision-making is not subjective and arbitrary or blind choice. On the basis of scientific, rigorous, earnest and realistic analysis, scientific decision-making should grasp the changing law of things, so as to make reasonable, feasible and valuable judgments.

2. Scientific decision-making has the following characteristics. This is the starting point and end point of an organization. Any organization has a goal, because the goal is a guide to action and a guarantee for the long-term survival of the organization. Determining the results and goals to be achieved under certain conditions and on the basis is the premise of decision-making, and the establishment of goals is the first important link in decision-making.

Feasibility, satisfaction, we must use scientific methods and means, on the basis of commenting on various alternatives according to fierce goals, choose a more satisfactory scheme, which requires that there must be multiple alternatives to compare, and finally it is meaningful to choose the most satisfactory and satisfactory decision on the basis of comparison.

3. I think the planning of business strategy has the following contents: a different standard. There will be different types and ways of planning. Business decisions can be divided into many types. We should understand its different types and characteristics, which will also help us choose a more suitable planning scheme.

There are the following types of decisions.

According to the importance of decision, it can be divided into management decision and business decision. Business decision-making, also known as enterprise strategic decision-making, is an important and crucial decision of an enterprise, such as determining and changing its business direction and business objectives. New product development, enterprise listing, merger and joint venture to expand production capacity. It has the characteristics of overall, long-term, long-term and wide-ranging strategic influence.

The formulation of management decision-making must be incorporated into the track of business decision-making, which serves the strategic objectives of enterprises, such as fund-raising and use of organizational restructuring and personnel adjustment, and has the characteristics of partial medium-term, short tactical influence time and small scope. It is usually done by middle managers.

Business decision-making is trivial, short-term and routine. Business decision-making is a decision made by an enterprise to solve problems in daily work and business activities, such as inventory control, canteen food varieties, employee bathing time, etc. He said it was purely an administrative decision. The focus of decision-making is to effectively organize daily work to improve work efficiency, which is generally done by grass-roots managers.

According to the conditions of decision-making problems, it can be divided into deterministic decision-making, risk decision-making and uncertain decision-making. According to whether the decision is repetitive, it can be divided into programmed decision-making and non-programmed decision-making, and according to the decision-making subject, it can be divided into individual decision-making and collective decision-making.

Analysis of enterprise management strategy 2 People often associate the words "management" and "management", so many people think that "enterprise management" is "enterprise management".

The first person in the world who clearly distinguished the concepts of "operation" and "management" was Fa Yueer, a Frenchman.

In his book Industrial Management and General Management published by 19 16, he pointed out that management is different from management.

Management is to take customers as the core, fully meet market demand and even create demand, with the aim of maximizing enterprise benefits; Management takes employees as the core, fully mobilizes people's enthusiasm and creativity, and aims at pursuing the best enterprise benefits.

Generally speaking, operation management has one eye outward and one eye inward; They are like two hands of an enterprise, and they are indispensable, which constitutes all the work of entrepreneurs.

With the surge of M&A, in the process of pursuing maximum benefits, management is gradually divided into two completely different forms: product management and capital operation.

Product management is still committed to how to meet customer needs, how to build product brands, how to improve technical content, how to reduce production costs, and how to maximize profits while expanding the scale of enterprises; Capital operation is to make full use of the capital market, and its means include continuous financing in the capital market, including continuous merger and acquisition of enterprises, and even continuous reorganization or sale of enterprises, and finally realize capital expansion and enterprise scale expansion.

Compared with the former, it is not a product, but an enterprise, and it is an extension to expand Zhang Zhilu. The speed of scale expansion is naturally faster than the former, or it is easier to "grow bigger".

For this reason, people also call "capital operation" multiplication and "product management" addition.

Of course, on the other hand, the risk of multiplication is much greater than that of addition, because if multiplication is not done well, it will become division, and addition will only become subtraction.

In order to prevent multiplication from becoming division and addition from becoming subtraction, the key lies in management.

In fact, when many entrepreneurs are too busy to manage various crises for product management or capital operation, they don't know that they are actually facing a management crisis.

Many people know that by strengthening management, while improving the efficiency of enterprises, it will also bring about the improvement of enterprise benefits, which is what everyone often says.

However, when enterprises are really faced with poor market expansion or unsatisfactory mergers and acquisitions, many people often "treat the symptoms only" and forget to jump out of the scope of management and go back to the fundamental problem of "management" or "people" to find out the reasons.

In this regard, Peter, the father of modern management? Drucker pointed out in the book "Management Practice" that "it is not enough to use resources to form an enterprise. If we just pool resources in a logical order, then turn on the capital switch.

What is needed is the evolution of resources.

This change can't come from inanimate resources such as capital and raw materials.

It needs management.

"Of all the resources, only human resources can be changed; The so-called management, the most important thing is the management of people, or "people-oriented" management.

"People-oriented" has almost become the same buzzword as "no smoking" in recent years. We can see these two words hanging everywhere as slogans in many places.

However, once an idea becomes a slogan or slogan, it is doubtful whether it can be implemented.

Comparatively speaking, "no smoking" is at least clear in concept, while "people-oriented", when many people hang it as a slogan on the office wall or write it as a slogan on corporate culture handbook, I'm afraid they haven't really understood its meaning.

After textual research, China first put forward "people-oriented" in ancient times, which should be in the Spring and Autumn Period.

According to the "Ba Yan" recorded in Guanzi edited by Liu Xiang in the Western Han Dynasty, Guan Zhong said to Qi Huangong: "The husband is the overlord and the people are the foundation.

The reason is that the country is solid and chaos is dangerous.

"In the history of China, the most famous people-oriented is Liu Bei.

When Cao Cao attacked Jingzhou, many people in Xiangyang fled with Liu Bei. There are probably hundreds of thousands of refugees and thousands of cars in the trenches. They walk more than ten miles a day and walk very slowly.

Cao Cao sent a Qingqi, walking ten or twenty miles a day, chasing wildly.

Seeing that Cao Jun was about to catch up, many people advised Liu Bei to abandon the people and flee.

According to Chen Shou's Records of the Three Kingdoms, Liu Bei said at that time, "Those who help great things must be people-oriented. Today's people belong to me. Why should I give them up?"

"It is said that many people were moved to tears at that time.

However, we believe that even what Liu Bei said is "people-oriented" is not really "people-oriented".

Entrepreneurs talk about "people-oriented", and there are probably three situations in their hearts.

One is actually "labor cost", and the focus is often on low wages, less welfare, slow growth and less employment, that is, how to save costs; One is Liu Bei's "human capital", which uses various methods to make human resources play a greater role, create greater benefits, and even help them win the world.

Caring or loving here is just a means, not an end.

The real "people-oriented" should be "people-oriented", that is, the fundamental premise and purpose of all people-oriented

People-oriented is the fundamental premise, that is, taking people's needs as the fundamental premise; The fundamental purpose of people is to meet people's needs.

Therefore, people-oriented, that is, people's needs, is to seriously study the different needs of different people and take corresponding measures to meet the different needs of different people.

Maslow put forward the famous "demand pyramid", which divides people's needs from low to high into physiological needs, safety needs, social needs, respected needs and self-realization needs, among which self-realization is the highest demand.

These five needs are like five steps from low to high. Only when people first meet the next demand can they talk about pursuing a higher level demand.

Many people often think that only "corporate culture" needs to be people-oriented, but forget that if workers can't even guarantee their wages and even support themselves and their families, if you want to meet their "social needs" by holding some "corporate culture" activities such as employee parties and cultural and sports competitions in enterprises, you can only seek fish from the wood, and naturally you can't talk about "people-oriented".

Because now he can't even meet his own "physiological and safety needs", the first thing for enterprises to do is to improve the salary assessment system so that employees can get satisfactory returns through hard work.

The perfection of this salary assessment system seems to have nothing to do with "corporate culture", but it is actually "people-oriented".

Or in this case, it is the real "people-oriented".

If the salary problem is not solved well, employees will be dissatisfied; On the other hand, if the salary problem is solved, will employees be satisfied? American psychologist Herzberg told us that the answer is no.

Herzberg surveyed more than 200 engineers and accountants in Pittsburgh 1 1 industrial and commercial institutions 1959, and found that most of the dissatisfaction items listed by respondents were related to their working environment, while the factors that made them satisfied were generally related to the work itself.

On this basis, he put forward the "two-factor theory" (full name "motivation and health factor theory"), which is very famous in the field of human resource management today.

Traditionally, the antonym of satisfaction is dissatisfaction; According to the two-factor theory, the opposite of satisfaction is dissatisfaction, and the opposite of dissatisfaction is dissatisfaction.

Accordingly, the factors that affect employees' work enthusiasm can be divided into two categories: health care factors and incentive factors, which are independent of each other and affect people's work behavior in different ways.

The so-called "health factors" are those factors that cause employee dissatisfaction. Their improvement can alleviate employees' dissatisfaction, but it can't make employees feel satisfied and stimulate their enthusiasm.

It mainly includes enterprise policies, administrative management, wage level, labor protection, working environment and various labor relations.

If the organization can meet these external factors, the members of the organization will not be motivated and will not feel dissatisfied.

So the antonym of "dissatisfaction" is "no dissatisfaction".

The so-called "incentive factors" are those factors that make employees feel satisfied. Only by improving them can employees truly feel satisfied, give them higher incentives, mobilize their enthusiasm and improve labor productivity.

These intrinsic factors that really motivate people include achievement, recognition, work itself, responsibility, progress and growth, which is what we often call "corporate culture factors".

If an organization can satisfy these internal factors of its members, it can make its members feel satisfied and achieve the purpose of motivating them.

If the organization does not meet these incentive factors, the members of the organization will not feel dissatisfied, but will lose the incentive function.

So the antonym of "satisfaction" is "dissatisfaction".

Therefore, the real "people-oriented" enterprise management should include two aspects: first, the improvement of health factors, including improving the working environment, strengthening labor protection, adjusting personnel policies, and improving wages and benefits. Let employees not be dissatisfied; The other is to strengthen the incentive factors, mainly to let employees get a sense of mission, belonging, responsibility and accomplishment from their work, so as to truly satisfy employees.

The latter belongs to the practical work of corporate culture construction.

It should be emphasized that although both of them are "people-oriented", only the latter can give employees real incentives and truly unite employees.

This is the role of corporate culture construction.

Enterprise management strategy analysis 3 There are five kinds of * * * same management behaviors to successfully manage enterprise strategic change:

First, establish a strategic change management team with senior managers with strong strategic capabilities as the core;

Second, comprehensively and scientifically evaluate the internal situation and external environment of enterprises, and choose the enterprise strategic change mode with strong adaptability;

Third, in the process of strategy implementation, it can coordinate the dynamic relationship between the new strategy and various organizational elements and phased implementation performance;

Fourth, organically combine human resource management with enterprise strategic change;

Fifth, cultivate and optimize the corporate strategic learning mechanism.

Supplement:

The essence of enterprise strategic learning mechanism is to dynamically adapt to the stage of strategy formulation and strategy implementation, so as to dynamically match environment, strategy and organization. The internal and external situation faced by enterprise strategic change is complex and changeable, which takes a long time. The situation when making new strategies will change when implementing new strategies, which determines the necessity of cultivating enterprise strategic learning mechanism.

Successful enterprises often cultivate and develop enterprise strategic learning mechanism by establishing smooth communication channels and stable feedback mechanism, building a flat organization conducive to high-fidelity and rapid flow of knowledge, cultivating an atmosphere of accommodating and encouraging arguments, and encouraging innovative mechanisms. Only in this way can the mental model of employees and enterprises be more learning and open, and establish a new corporate image.