Causes of enterprise failure

There are many short-lived enterprises, but often for entrepreneurs, they don't know what caused the rapid demise of enterprises. In fact, there are certain * * * characteristics for poorly managed enterprises. Let's take a look at what caused the short life of the enterprise.

Reasons for enterprise failure 1 1. Bluff, create a name.

Many entrepreneurs started their business with a simple purpose, or with a simple idea, that is, they wanted to be their own boss, or they wanted to raise the attention of their own enterprises, without actual calculation and reasonable planning. At this time, it is easy to have operational difficulties. Facing all kinds of difficulties that may arise, it is most important to prepare all kinds of dishes.

2. Like to take shortcuts

Fast success is the dream of many people, and taking shortcuts is also the natural idea of entrepreneurs, but often this does not mean that you can really go on like this. There is no shortcut to success. How can you bear fruit without planting trees?

3. Strategic crisis

This is a very serious disease. Just like people now, as the core manager of an enterprise, we must know how to plan and grasp the enterprise and the market. Problems in strategy are the main factors that make enterprises die quickly, and timely adjustment of strategy is the key to success.

The reason of enterprise failure 2. Recruitment has always been a topic of enterprise research. Although enterprises recruit people every year, although they do recruit people, there are cases where they can't recruit people or can't recruit people. This situation belongs to recruitment failure, and enterprises want to avoid (recruitment) failure by analyzing the causes of failure.

1.HR lack of communication with the employing department.

Communication is very important for enterprises, especially when recruiting. The department needs to recruit people before HR can help recruit people. What kind of people the employing department needs, it needs to communicate with HR, and what HR doesn't understand should also be discussed with the employing department.

If both sides don't find someone and communicate, it is easy to cause recruitment failure. Either you can't recruit people at all, or you are dissatisfied with the employing department.

In short, we must communicate, not only to recruit the right people, but also for the harmony between departments.

2. The human resources department has not done enough research on positions.

In fact, this still involves a communication problem. If HR wants to understand the employment demand of the employment department, it is necessary to understand the vacant positions in the employment department. Who knows this position best? Of course, the employment department. In addition to communicating with the employing department, HR should also study the position itself, which involves the problem of understanding.

In fact, HR only needs to know a general description of the position, as well as the needs of the employer and a simple job description. The design of key professional knowledge still needs an interview with the department head of the employer. This is called specialization in the field of technology.

3. Enterprises lack communication with new people.

Many companies have seen such a situation, that is, they recruited people, but they ran away in a few days or half a day. Some people say that the stability of newcomers is not good, and HR didn't take good care of them when recruiting. However, this is only one of them. In addition to the interview, HR and corporate departments should also do a good job of communication and training.

Newcomers are sensitive to everything. In a new enterprise, some small problems of the elderly will be magnified countless times in the eyes of newcomers. If the enterprise still lets it go, regardless of the newcomers, the training work is just to deal with things, then the newcomers can only say goodbye to you.

When newcomers enter the enterprise, HR and the employing department should familiarize them with the enterprise in the shortest time. Don't let new people idle, let them have something to do when they are full, so that they won't think about it. Enterprise departments should communicate with newcomers more, and newcomers will feel warm rather than lonely, and then quickly integrate into the enterprise.

4.HR lacks a comprehensive judgment on job seekers.

When recruiting, many HR value the business ability of job seekers. Yes, business ability is very important, but there are other things besides it, such as a person's sense of responsibility.

The sense of responsibility of employees is extremely important to enterprises. If the company is carrying out a very important project, the person in charge will resign because of dissatisfaction. This is the lack of sense of responsibility, which is extremely harmful to enterprises.

Therefore, enterprises should not only pay attention to the professional ability of job seekers, but also pay attention to comprehensive literacy when recruiting. Responsibility, stability, independent thinking ability … all need the attention of HR.

5. Problems existing in job seekers

Enterprise recruitment failure is sometimes not only a problem of enterprises, but also a problem of job seekers. For example, job seekers lack awareness of their abilities and waste each other's time. It is also possible that the position of the enterprise is relatively unpopular, but in any case, what the enterprise needs to do is to be itself.

Other people's problems can't be managed. As long as the enterprise is excellent enough, it can attract outstanding talents, thus avoiding recruitment failure.

Reasons for enterprise failure 3 Nine reasons for the failure of enterprise management decision makers.

Can all this be attributed to Peter's principle-to be promoted to a level you can't reach and then fail completely, or is this just one of the many reasons why people become inefficient for whatever reason? Well, after a long time of careful thinking, I think it can be summed up in nine basic failure modes.

lose one's sanity

Probably the most common failure mode, especially for those who were successful before, they lost their modesty, their objectivity and began to think that they knew everything. Not only have they lost their sight, they really don't believe that they need it.

Follow your own agenda.

If you are an entrepreneur, the company is everything to you, which is one thing. Do whatever you want. But when you work for a company, you are not going to shape your own crazy road. It doesn't matter what level you are at. You are going to complete the company's business, not your own. You can't realize yourself like this.

You are exhausted in the cruel competitive world.

Not always, but now more than ever. Enterprise management decision makers and employees need to constantly restore themselves and re-invest. In any competitive market, yesterday's value proposition may no longer apply to today or tomorrow.

the peter principle

The vast majority of people who climb the company ladder and suddenly seem to lose their direction have either reached a level where they are no longer competitive or entered unsuitable positions horizontally. Usually, they have been stagnant since then.

You are losing it.

I consider all these subtle ways to express it, but none of them are appropriate. It's huge, but nobody talks about it. People lost it. Maybe they are abnormal or a little out of balance, no matter what psychological pressure, personal, etc., they all start to act in a hurry and self-destruct. I have seen many people recover, but first, they have to go out and ask for help.

Cultural diseases

I once worked with a listed trading company, and that company had a bad reputation, which you can't imagine. The media, customers, everyone thinks they are arrogant bullies. It has become popular to criticize them with various conspiracy theories instead of focusing on themselves. Everyone wants to be them. This foolish behavior has become a cultural disease, spreading throughout the company. No kidding.

You lost confidence in the organization.

Sometimes it's not you. At any time, about half of the companies are moving in the wrong direction: downward. Look at RIM(RIMM), Sprint (Sprint), Yahoo (YHOO), America Online (AOL), Kodak, and so on. It is difficult to get up in the morning and to remain efficient when you feel that the company actually seems to have nowhere to go.

Your strategy is not mature enough.

This always happens because there are too many variables to classify. One day, your idea is very good and practical, and everything goes well. You woke up the next day and everything changed. After all, we live in a dynamic world. Suddenly, your strategy or idea, as well as your customers, bosses, markets, etc., are no longer buzzing.

You don't understand and don't want to follow the rules of the game.

Want to use your own colorful crayon world? Beat the drums yourself? Do your own thing? Is there a reason to be a rebel? That's good. Go and have a try. But when it comes to work, products, markets and customers, you really can't do whatever you want.

Management psychology: amplifying the energy of subordinates

situation

Not long ago, the company won a new project and set up a new project team. Colleague Xiao Zhang was appointed as the project leader because of his good working ability, and Xiao Zhang also took the initiative to undertake a lot of work. Just as everyone was preparing for a big fight, the company leaders overturned many of Xiao Zhang's ideas and thought that Xiao Zhang's work arrangement was not feasible and intervened in some specific work. Not only that, the leaders also showed great distrust of Xiao Zhang, often criticized him in front of the project team members, and asked the project team members to report the specific matters of the project directly to the company leaders. Xiao Zhang is very depressed about this. He tries to satisfy the leader's ideas every day, but he will be criticized if he deviates from the leader's ideas.

As a result, not only is Xiao Zhang's work difficult to carry out, but the people who work under him are also very confused and don't know who to listen to. Over time, Xiao Zhang, the group leader, began to fail. Although everyone worked hard, it was always denied by the company leaders, so the project progressed slowly. On the contrary, the company leaders are more anxious, often making everyone work overtime, making themselves and everyone very tired, and everyone is full of complaints. All this was blamed on Xiao Zhang by the leader. Xiao Zhang was finally replaced by the leader, and the whole project came to a standstill.

case analysis

As the saying goes, people don't need to be suspicious, and people don't doubt. In this matter, the company leaders obviously made a big mistake, distrusted their subordinates and interfered in too many specific affairs. The original leader didn't know enough about the specific situation of the project, and the decisions made inevitably deviated from reality, which also led to the lack of room for subordinates to play freely. In fact, as the leader of the company, you should trust your subordinates first, because they all come out from the grassroots and have a deeper understanding of the whole team. Secondly, to ignite the enthusiasm of subordinates, on the one hand, we should teach them methods, and at the same time, we should agree with some of their own practices, instead of blindly letting them obey their own orders and carry them out.

Too much interference from the leaders caused Xiao Zhang to be at a loss. What he thinks about every day is how to meet the ideas of the leaders, not the needs of the project itself. To some extent, it was the leaders who worried too much, which made Xiao Zhang degenerate from a recognized capable person into a loser of the project.

Psychological counselor suggested

In the workplace, leaders often use their own principles to measure their subordinates. If young people don't do things according to their leaders' ideas, even if things are done well, leaders often have doubts about it. In fact, really smart leaders should not dwell on such things, but should understand that the key is not to shape subordinates according to your ideas, but to make teams and projects successful. In other words, it is necessary to maximize the individual energy of subordinates, but also help subordinates to amplify energy, and finally play the overall effectiveness of the team. If subordinates are not competent in some aspects, they should personally coach them. For example, take him to visit customers and sum up experience, instead of directing him to do things and venting his dissatisfaction.

As Welch said, "You can't inject enthusiasm and confidence into employees' hearts by pinching their necks. "Smart leaders should learn to enlarge their subordinates' abilities, give them more energy and self-confidence, and let them lead the whole team to success.

Reasons for Enterprise Failure 4 The three typical states of enterprise culture construction are, strictly speaking, bad states, namely "no own culture, inconsistent cultural conflicts and high-profile culture". In deluco? During the seven-year follow-up observation by China Enterprise Research Center, more than 65,438+000 enterprises provided us with living cases, from which we summed up five lessons and revealed the reasons for the failure of corporate culture management. This article will elaborate one by one.

(1) Culture is intangible.

What is corporate culture? Academic circles have given many definitions and divided culture into several levels, so we don't need to pay attention to it for the time being. Listen to a sentence in Acer's history, "Corporate culture is the unchangeable values of employees". Enough! As a big family of enterprises, we should have the same career pursuit goal, and everyone should work hard for it; There should be a * * * standard of right and wrong, and everyone uses this standard to judge people and things around them; There must be a * * * principle in doing things, and everyone uses it to guide their work every day. These are all corporate cultures, not mysterious.

What is corporate culture? This question sounds funny, but it is not easy to answer, because there are too many things that are not cultural. And 80% of enterprises regard something that is not culture as culture, which is a common problem of enterprises with good mass base. For example, slogans posted everywhere in offices and factories, so-called swearing-in meetings, collective cultural and sports activities and daily gatherings, support and concern for employee welfare. If this is not corporate culture, people in the HR industry probably don't recognize it, because everyone is doing these things, and it is impossible for everyone to do something wrong. In fact, these are all a form of cultural construction, a thing, not the culture itself, and we can't take the phenomenon as the essence. Many enterprises have not yet refined the cultural concept with enterprise personality and universally recognized by employees. It's too hasty to start all kinds of cultural publicity activities just after a few beautiful words from senior leaders. Remember, corporate culture is not style, literature or publicity.

(2) The source of culture lies in the depths.

Where does corporate culture come from? Not from other enterprises. In fact, corporate culture is the last thing to learn. It was not formulated by the human resources department, and the HR department completely lost its train of thought. No way! Its source is invisible in the depths.

Corporate culture originates from unconscious historical inheritance. Just as the growth experience of life determines a person's values, the growth history of an enterprise also subtly shapes the values of the enterprise, which is particularly obvious in the previous major decisions of the enterprise. If you have a heart-to-heart talk with the top employees of the enterprise, you will find that they all feel the same way. This is tradition, now it is culture, unwritten but deeply rooted in people's hearts. However, I don't know the true face of Lushan Mountain, just because I am on this mountain. People inside the enterprise often don't know because they are in it, at least they are not abstracted. If you want to know the internal culture of an enterprise (not the slogan on the wall), you just need to dig up old accounts and watch movies along the road of enterprise growth. You can sigh with the deepest intuition without thinking, which is the culture passed down by the enterprise.

Corporate culture originates from entrepreneurs who are not bound by the system. Who is the most influential and authentic person in the enterprise? Who is the role model that is most concerned by all employees and has the most fans? Who is the person who is not bound by any system at a special moment? Entrepreneurs. However, those professional CEOs who are hired to continue previous decisions are not entrepreneurs, they are just professional managers, and they are still bound by the system. There is no doubt that the entrepreneurs mentioned here are the founders, founders and change leaders of enterprises, and they are landmark leaders in the process of enterprise growth. Because in a special period, they can create corporate culture from scratch, and they can also change corporate culture. It was they who formulated the corporate culture, not anyone else.

(3) radiate from the inside out

Corporate culture construction is a process of health care, not a way of dressing up. Once the enterprise culture construction is carried out, don't expect to produce miraculous effects immediately. The first thing we should do is to let everyone agree with the cultural concept of the enterprise. As the saying goes, "no common goal, no common goal", if employees don't agree with the cultural concept of the enterprise, no amount of publicity, education and cultural and sports activities will help. Don't blame the employees, thinking that you are "casting pearls before swine". It takes some effort. Use your influence. Judge whether employees accept the idea, don't ask them if they agree, of course employees agree, even if they don't agree in their hearts. Who let you have the final say! Let employees have some informal communication and arrange for the manager not to be present, such as an anonymous free forum on the Internet. Look at the employees' views on this concept, and the result will be clear at a glance.

On the basis of employee approval, don't expect to consciously abide by it and put it into action. Conscience is the most unreliable. Everyone is lazy and unwilling to be bound. In order to avoid this situation, it is necessary to implement the cultural concept into the rules and regulations of enterprises, and use the system to restrain the behavior of employees in the daily business development process. "Rules make habits become natural." This requires that the rules and regulations of enterprises must fully conform to the cultural concept. If the two are inconsistent, employees would rather believe in the system than the corporate culture concept, because the system is rigid. Many enterprises often make mistakes in this link. When formulating the system, they have long forgotten the concept of corporate culture. There is no best system, only the system that is most in line with corporate culture. Every system of an enterprise must pass the evaluation of "cultural conformity", otherwise it shall not be promulgated and implemented.

Of course, relying solely on cultural identity and institutional regulations is too boring and too far away from life. Finally, a series of activities of corporate culture are icing on the cake, such as team competitions, group outings, formal ceremonies and so on. These continuous on-demand reminders make the corporate culture more distinct and easier to be accepted by employees.

(4) Top-down integration

When it comes to management, most people unconsciously think that it is to manage subordinates. Therefore, the leaders of enterprises are often the people who violate the system the most. I have seen many cultural activities of enterprises, and the employees are in full swing, but the leaders are too lazy to participate. On the contrary, when it comes to corporate culture, managers always educate employees clearly, and rarely see the phenomenon that employees educate managers. In fact, employees have never directly studied the slogan of cultural ideas, nor have they carefully read corporate culture handbook and the employee behavior manual. There are only two ways for them to learn corporate culture, that is, to learn from superiors and to learn from institutional norms. Managers are role models for employees to learn, and teachers should be the first.

There is no lack of seeing many enterprises, and employees think that the corporate culture concept is well said and right, but they all think that managers take the lead and do not follow it. If these managers are not right by themselves, but tell employees how to behave on the stage, this persuasiveness will be too pale and self-deception. Maybe employees won't refute it in person, which doesn't mean employees agree with you, but because of your management power. The eyes of the masses are discerning. When employees find that the cultural slogan is inconsistent with the behavior of their superiors, they have to believe that the behavior of their superiors is right, otherwise they will become a pair of contradictions with their superiors. It is worth mentioning that the more senior managers hide their true thoughts about dating, the more they will hide their behavior. A senior manager who does not agree with the concept of corporate culture may be mistaken for a cultural guardian.

Therefore, if the top managers of enterprises can't lead by example, then don't expect too much from employees, and they are not qualified to tell them what to do. Because, if the slogan of the enterprise and the behavior of the leaders contradict each other, it will make the employees' hearts full of pain and hesitation.

(5) Don't entertain yourself.

There is no enterprise that has not carried out various collective activities labeled as corporate culture. For a small-scale enterprise, even corporate newspapers or internal magazines, VI image recognition system has even reached a superb level. All of these, business leaders are pushed to the podium that attracts thousands of people's attention, and the president's information always appears on the front page. However, how many employees have learned corporate culture from it? They can even ask themselves how many employees take corporate newspapers or internal magazines seriously. In short, managers just entertain themselves!

First of all, the collective activities of most enterprises are purely collective entertainment again and again, and in the name of cultural construction, they have become the reality of leisure and entertainment. In the laughter, everyone forgot all about the concept of culture. If you don't believe me, you can ask a few employees casually in this activity in an informal and non-collective way: "How do you feel?" . 80% employees don't feel the concept of corporate culture, but they find it fun, exciting and lively, so they will hold it more often in the future. Of course, if you make a formal summary, employees will naturally know that it is time to go online, which will definitely involve corporate culture. Farfetched! Therefore, corporate culture construction is not a collective cultural and sports activity.

Look at the company's bulletin board, propaganda newspaper, enterprise newspaper and enterprise magazine, and you will be dazzled by articles praising virtue one after another. Dare to ask business leaders how many newspapers they have read, let alone read them carefully. Corporate newspapers only eulogize praise, but there is no reflection of employees' voices. The writer is guilty, but the reader is uneasy. There is no use except wasting paper and editing valuable time. Of course, many corporate newspapers are really good, so we can't deny them all. However, what more enterprises need is reflection. Cultural propaganda is not a eulogy. First of all, we need to be realistic. We can't blindly praise good people and deeds. Bad things that employees care about can also be announced. Truth is the premise of propaganda.

Let's recall that in all informal and formal activities of an enterprise, the protagonist of a speech is always the leader, and the obedient masses are always employees, except, of course, literary performances, speech contests and work reports. Can't employees be the protagonists of the speech? Since leaders have been able to set an example, let employees express themselves and accept the judgment of leaders. Whoever has the right to speak is the protagonist. What disappoints employees even more is that many collective activities are always watched by leaders like gentlemen, and they rarely participate in them. Employees participating in activities is just like performing for leaders on the stage. Can't leaders experience the life of ordinary people and come down to earth? Leaders and employees cannot be separated from each other, but should be compatible with each other. At this point, everyone should learn more from Mr. Wang Shi.

(End) Conclusion

All these five lessons can be summed up in one sentence: "Don't deceive yourself". When the enterprise is singing high-profile on the one hand, it violates these high-profile in terms of system regulations and managers' behavior at the same time, which makes employees feel very contradictory. Believe in facts rather than high-profile culture. The hearing is empty, seeing is believing!

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