How to improve the execution of property management enterprises

At present, there are some problems in property management enterprises, such as small scale, few professionals and scattered, which make it difficult to give full play to the group's functions and comprehensive strength. Moreover, most enterprises have problems such as poor economic benefits and serious losses. With the promotion of marketization of property management, property management enterprises are facing the test of survival of the fittest.

Enterprises that lack competitiveness will be brutally eliminated.

Many people blame business failure on the wrong business strategy, but in 2003, larry Bossidy and Ram Charan published the book Execution-How to Complete the Task, but the author of this book clearly pointed out at the beginning that "execution" determines the success or failure of an enterprise.

Therefore, this paper will start with the concept of "execution", analyze the reasons for poor execution, inspire us to think about the execution of execution, and thus seek the golden key to the execution of enterprise execution.

Analysis of the connotation of "executive power" First, introduce it with an example.

For example, a large state-owned enterprise went bankrupt due to poor management and was later acquired by a German consortium.

People in the factory are eagerly looking forward to what advanced management methods the Germans can bring.

Unexpectedly, Germany sent only a few people.

The system has not changed, the people have not changed, and the machinery and equipment have not changed.

Germany has only one requirement: unswervingly implement the previously formulated system.

As a result, in less than a year, the enterprise turned losses into profits.

What is the German trick? Is execution.

It can be seen that only strategy can not make enterprises stand out in the fierce competition, but only execution can make enterprises create substantial value.

Without execution, the necessary conditions for the long-term survival and success of enterprises will be lost.

Without execution, there is no core competitiveness.

Execution, as far as individuals are concerned, is the ability to succeed in what they want to do; For enterprises, it is the ability to implement long-term strategy step by step.

There are three levels of execution, and the highest level of execution is to accurately execute and become the habit of employees.

The first level of execution is to complete the instruction.

In other words, do it.

Completing instructions is the most basic requirement for execution.

The second level is to do things according to the system and standard process.

Different from the characteristics of executing instructions, the restrictions of rules and regulations and process norms leave some room for employees, which requires employees to have higher quality to achieve the target strategy.

The third level is to act according to principles.

That is, according to the strategy and mission of the enterprise, just like "sending a letter to Garcia", you only need to tell the employees what your goal is, and how to achieve it is entirely up to the employees themselves to consider.

This level needs long-term training to form its own corporate culture.

Zhang Ruimin, president of Haier Group, said that it is not easy to do every simple thing well, and it is extraordinary to do every ordinary thing well.

Property management industry is such a simple and extraordinary industry, an industry that pays attention to details and basic operations.

From the industry characteristics of property management enterprises, the management level and service quality of enterprises will be more intuitive than other industries, and the effect will be immediate.

It has been more than ten years since the property management entered the mainland from Hong Kong in the late 1980s, and the enterprise's system norms, operating procedures and quality requirements are becoming more and more perfect.

But why the same job content, the same standard requirements, the effect is uneven, there is a big gap? This is a question of implementation.

Below, I will summarize the main reasons for the low execution: First, managers have not followed up continuously, followed up and followed up.

The big aspects are: the implementation of policies cannot be consistently adhered to, and it is often anticlimactic; The small aspect is that the layout is not checked, or the inspection work is tight before and loose after, and the follow-up is weak.

Secondly, the system was not rigorous enough when it was launched.

Some schemes have not been fully demonstrated before they were introduced, lacking pertinence and feasibility; Or the implementation is too cumbersome, resulting in frequent policy changes and insufficient continuity.

Third, in the process of implementation, the business process is too complicated and the formalized things increase.

When an enterprise succeeds and develops, it often pays more attention to form, is more bureaucratic and is farther away from customers.

Fourth, there is a lack of good methods in the implementation process.

One of the manifestations is poor communication and coordination skills; Second, the ability of employees to solve problems creatively needs to be improved; Third, some work templates are not accumulated enough, often starting from scratch; Fourth, the effectiveness and pertinence of training is not enough.

Fifth, there is a lack of scientific supervision and assessment mechanism.

Sixth, the company's executive culture has not yet been fully formed.

Grasping two indicators, one hand grasping economic indicators, the other hand grasping quality indicators, both hands grasping, both hands being hard, is the basic principle to realize the execution of property management enterprises.

The social orientation of property management enterprises is a service-oriented and low-profit industry.

The so-called meager profit means capital preservation, with a slight surplus, and a slight relaxation of cost control may lead to losses.

However, the fate of enterprises' survival is to pursue profits, so property management enterprises must set the goal of maximizing profits.

Another lifeline to maintain the survival of enterprises is service quality. Any kind of professional service or comprehensive service must be completed in accordance with standards and norms to maintain the stability of service quality.

The details are as follows: First, these two indicators should set clear goals and a timetable for achieving them.

This goal must be measurable and verifiable and cannot be ambiguous.

Furthermore, once the goal is determined, it must be decomposed and implemented layer by layer.

According to relevant statistics, the average rate of property management fees in Beijing is only 65%, which is caused by external factors such as social economy, but enterprise factors-inadequate service or insufficient fees cannot be ruled out.

Therefore, property management enterprises must quantify economic indicators and quality indicators, and decompose them layer by layer to form a company-management office-customer assistant-administrator, and all levels have the responsibility to complete the indicators issued by their superiors.

The process of goal decomposition is the process of pressure transmission, and generating work-driven power [FS:PAGE] is also a strategy and means to achieve the goal.

Secondly, use the right people to do the right things and give full play to their potential.

The first problem of implementation is actually the problem of people, because it is ultimately people who are implementing the strategy of the enterprise and feeding back the culture of the enterprise.

In From Excellence to Excellence, Collins specifically mentioned that "well-trained" people should get on the bus and those who are not suitable should get off.

Some insiders put forward the view that the quality of property management salary is "double low". This kind of congenital deficiency urges property management enterprises to combine employment, motivation, training and assessment organically, implement dynamic management and activate this quiet and ordinary team.

The third is to revise and improve the rules and regulations and build a good organizational structure.

When an enterprise grows bigger, it can only be constrained by rules, which are the guarantee of organizational execution.

"PDCA cycle" refers to the interactive relationship between system formulation and implementation, inspection and performance.

The fourth is to advocate the work style of "sincere communication" and work together.

A survey shows that 70% of the problems in enterprises are caused by insufficient communication, and 70% of the problems can also be solved through communication.

Each of us should start from ourselves, see the advantages of others, accept or kindly remind others of their shortcomings, and respect and encourage each other.

Fifth, pay attention to details, follow up and follow up, and the implementation is serious and serious to a large extent.

The inequality of 100- 1 = 0 always rings our alarm bell.

Sixth, small business department system management, delimit small accounting units and establish an effective performance incentive system.

I appreciate Motorola's management philosophy: enterprise management = personnel management, personnel management = performance management.

With the large-scale and intensive development of property management, we will unswervingly promote the reform of small business department system to avoid uneconomical scale and better improve execution.