Who can help me solve the chaotic situation of corporate management?

What kind of management chaos did you encounter? Can you give me some details?

Most employees’ sense of “ownership” is not strong. Except for a few discerning employees, most employees only see how much salary they get in a month, but do not see how much they can do for themselves by making the company stronger. Bringing more salary every month, they believe that making the company stronger is something the boss should consider. This idea is not entirely wrong, because in some companies, employees with a strong sense of ownership are not valued, and employees with a weak sense of ownership are not valued. They will only focus on their own immediate interests. With the influence of the environment, employees who are not lazy in the first place will also have their "sense of ownership" worn away by this environment and become lazy. In this way, the company will not be more good development; the profit of the company will not be high; if the profit is not high, the salary for employees will not be high; if the salary is not high, employees will not be motivated and will become more "lazy"; if employees are lazy, they will not work hard, and the company It won't develop... (a bit of a twist). This creates a vicious cycle. Such companies will most likely face bankruptcy. Employees will not suffer much losses, but at worst they will have to change jobs. The boss's losses may be incalculable. If the company goes bankrupt, he will lose not only money, but also connections. When running a business, connections are very important.

Having talked about the stakes, now let’s talk about the management of employees. Since I don’t know the situation of your company, I have to explain it according to the situation:

1. Small enterprises (boss) Direct management of employees): "If people manage people, they will be exhausted; if the system manages people, they will die." I don’t know if you have heard this sentence. A company with development prospects cannot do without a good system. A good system lies in:

(1) Clear rewards and punishments;

(2) The system is more important than human relationships;

(3) Principles are important in big things, and style is important in small things;

(4) The system applies to everyone, and the boss cannot be special.

Isn’t Article (2) and Article (3) somewhat contradictory? Haha... Actually, that's not the case. Let me give you an example: When I was in junior high school, the class teacher asked our class committee cadres to record the names of students who came after 7:40 every morning. After this system was implemented, many students were still late. , I made a suggestion to the class teacher based on the principle of "principles in big things, style in small things", to give the students some time, but not explicitly. The specific method is that with the "tacit approval" of the class teacher, we privately Change the late time to 7:45, and all students who come after this will be recorded. On the surface, the late time is still 7:40. These 5 minutes are called "little things to talk about style", and after 7:45 It’s called “principles in important matters”. After that, very few students were late. If the class teacher explicitly said that the late time should be changed to 7:45, the effect would be different.

Use the system to trap employees (not lock them in) and leave a little "tolerance" to employees. They will relax and abide by the system at the same time.

In addition to using the system, it is also important to cultivate the "sense of ownership" among employees. The reward system must be clear and appropriate, and meetings must be held frequently. The "sense of ownership" must be instilled in every employee. As for how to instill it , depending on the actual situation of your company.

Opening up the conversation is a very good way. To keep abreast of employees’ thoughts and family situations, it is best to remember everyone’s birthday and give them a surprise on their birthday. Maybe employees will Think of the enterprise as a "second home". Frequently listening to employees' suggestions can uncover more talents and make employees with a strong sense of ownership more motivated, while employees with a weak sense of ownership will strengthen this awareness.

2. (Medium and large enterprises) (Please forgive me for taking the liberty of guessing that the chairman of a large enterprise may not spend time asking this kind of question on Baidu): Medium and large enterprises have one characteristic , that is, employees and their bosses rarely communicate or even meet. Top-down unfamiliarity will lead to inconvenient communication and some bad situations. For example: Talent suggestions cannot be reflected to the boss in a timely manner, because there are still supervisors and department managers, and communication is inconvenient, which will lead to the inability to better implement major policies and strategies.

There is a saying that "the subordinates of my subordinates are not my subordinates." This sentence is very good and applicable. As the chairman or president of a medium or large enterprise, your subordinates are the department managers. What you have to do is to treat the department managers the same way the boss treats the employees in the small enterprises mentioned above, and then manage the employees. But you need to conduct "grassroots research" from time to time. Although they are not your subordinates, they are still working for you. Otherwise, a situation will arise: employees only focus on their own interests, and the chairman only focuses on long-term interests. Not every employee can see long-term interests, and it may even affect the short-term interests of employees because of long-term interests, even if the long-term interests are far away. far outweighs the short-term benefits. Yes, you see things differently in different positions, otherwise everyone can be the chairman. At this time, communication becomes the key. Chairman, president and department managers must work hard to let more employees understand When implementing the long-term interest policy, employees must be informed of the status of the company in a timely manner. In this way, if the top and bottom are consistent, the company will be on a better path.

The system and openness of opinions mentioned above can also be used in medium and large enterprises, but "concrete problems must be analyzed concretely", otherwise, blind "dogmatism" will be bad and destroy the enterprise. harmonious.

That’s all I can tell you. I hope you will choose the right method based on the actual situation of your company after reading it. Finally, I wish you a prosperous business and prosperity. Thank you

If you can't understand, I can give you a simple management class. I wonder if you are interested in listening.