{"id":16424,"date":"2024-04-15T12:05:01","date_gmt":"2024-04-15T04:05:01","guid":{"rendered":"http:\/\/cxounion.cn\/?p=16424"},"modified":"2024-04-15T12:05:05","modified_gmt":"2024-04-15T04:05:05","slug":"%e3%80%90%e8%a7%82%e7%82%b9%e3%80%91%e5%a4%8f%e6%83%8a%e9%b8%a3%ef%bc%9a%e7%a0%b4%e8%a7%a3%e7%ae%a1%e7%90%86%e8%bf%87%e5%ba%a6%e5%8c%96%e7%9a%84%e4%b8%89%e5%a4%a7%e6%96%b9%e6%b3%95","status":"publish","type":"post","link":"http:\/\/cxounion.cn\/index.php\/2024\/04\/15\/%e3%80%90%e8%a7%82%e7%82%b9%e3%80%91%e5%a4%8f%e6%83%8a%e9%b8%a3%ef%bc%9a%e7%a0%b4%e8%a7%a3%e7%ae%a1%e7%90%86%e8%bf%87%e5%ba%a6%e5%8c%96%e7%9a%84%e4%b8%89%e5%a4%a7%e6%96%b9%e6%b3%95\/","title":{"rendered":"\u3010\u89c2\u70b9\u3011\u590f\u60ca\u9e23\uff1a\u7834\u89e3\u7ba1\u7406\u8fc7\u5ea6\u5316\u7684\u4e09\u5927\u65b9\u6cd5"},"content":{"rendered":"\n

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Xia Zhenming: Crack the three methods of over-management<\/h2>\n\n\n\n
The management system is gradually established in the process of solving their own actual management problems, and should not be the grafting of a perfect system, all at once draped in the body of the enterprise, and then the enterprise is advanced. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
In an enterprise that overemphasizes management, emphasizes systems, and emphasizes processes, we often find that people are busy filling out forms all day, holding meetings, inspecting, and issuing tickets, but few people care about what problems the business is facing. At this time, the employees of the enterprise are a group of obedient, repressed, and cautious sheep, and it is difficult to find a few wolves that stimulate everyone’s initiative and unite to compete for the market.<\/p>\n\n\n\n
Problems often arise at the very top of the idea. In my consulting practice, I often meet the needs of some growing small and medium-sized enterprises – I need a set of advanced management concepts and management systems, and then my enterprise will be at a high starting point and a high level.<\/p>\n\n\n\n
In fact, the management system is gradually established in the process of solving their own actual management problems, rather than a perfect system of grafting, all at once draped in the body of the enterprise, and then the enterprise is advanced.<\/p>\n\n\n\n
External management consulting institutions are valuable, and the most important thing is to stimulate their own management team to constantly solve the problem by themselves, and then in the process of solving the problem, the formation of their own management system, so that there will be no rejection phenomenon, while ensuring the real growth of the enterprise.<\/p>\n\n\n\n
Why do many companies fail to recognize that “over-management” often occurs?<\/p>\n\n\n\n
One important reason is that our management is too developed, too many business leaders hear that the development of enterprises depends on management, hundred years of enterprises rely on systems and other management concepts and models, sacrifice the basics, thinking that with these systems, enterprises will naturally be better, but forget the common sense truth in the early stage of entrepreneurship – enterprises to make money, to stimulate employees to make money, to be able to stimulate employees to make money for a long time. This article is the three methods of teacher Xia Jingming’s management system, which are shared as follows: CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
First, the management system is gradually built up in the process of promoting business<\/h3>\n\n\n\n
When businesses are small, they don’t need management at all.<\/p>\n\n\n\n
The enterprise is a little bigger, the department is more, the people are complicated, and the scene of the common competition for the market is gradually declining, and the departments have become an island unconsciously, all think that their work is important, and all think that the problem of coordination is that other departments do not cooperate. But no matter who the market is, this time needs to be based on the problems at that time, based on the competition for the market, the responsibility, the process is constantly optimized.<\/p>\n\n\n\n
The enterprise is a little bigger, the enterprise recruitment more and more people, but the internal slowly appeared a lot of people complain, they think they are unfair treatment, and tell the same to do more to do less, the ability is good and the ability is poor, but the enterprise has no basis to judge, who contributes more, who contributes less.<\/p>\n\n\n\n
At this time, enterprises should establish “grid” and “standard”, that is, establish the enterprise “value order” – organization, compensation, evaluation system. Different levels, different positions, and different working abilities are on different grids. Then, through the evaluation system, we can move up and down on this grid to achieve dynamic adjustment and form a competitive mechanism.<\/p>\n\n\n\n
Enterprises will be faced with many development opportunities and develop rapidly, while requiring a large number of personnel from different industries, different professions and different levels. The influx of personnel will further impact the original fragile management system, resulting in internal chaos. Then enterprises will strengthen management and formulate systems, but the internal thoughts will become more chaotic, believing that doing this is wrong and doing that is right. Different people have different views, even the top also have different views, on the surface of unity, but behind each have their own words, each act. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
At this time, we need to reconstruct the value order — organization, compensation, evaluation; It is necessary to carry out cultural construction, form a common program, so that the management team of the enterprise can reach a consensus on the principles of enterprise development, organization construction, value creation and value distribution, management responsibility and behavior, and reduce obstacles for the future management reconstruction; Talent planning and echelon development programs need to be focused.<\/p>\n\n\n\n
Second, related links: Grade – evaluation – competition (distribution)<\/h3>\n\n\n\n
Step 1: Level<\/h4>\n\n\n\n
Rank is the value division of the value distribution mechanism. It includes job grade, salary grade, talent echelon. Why is there a hierarchy? Because we first need to have a “ladder” to distinguish between different values, otherwise, we can not distinguish between different values, and we can not stimulate motivation. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
Therefore, the hierarchy is the basis of the distribution of value. Among them, echelon is particularly important, I have concluded that without echelon, the management mechanism of the enterprise will fail. Because if there is no echelon, if you feel that a person is not good, it is likely that you have no way to deal with it, because no one may be able to do better than him, the enterprise must first live, first do business, so only compromise, on the one hand, disgruntled, on the other hand, and may be helpless to indulge, over time, the organization will form a game atmosphere. This is to say that without echelons, your assessment mechanism and employment mechanism will fail.<\/p>\n\n\n\n
Of course, we cultivate echelons, not to replace people, but so that the organization can continue to struggle. For echelon construction, many enterprises have many misunderstandings. For example, it is believed that setting up more deputy or assistant posts will form a talent echelon and have a reserve force; For example, there are many levels, thinking that this creates a career path. In fact, the key to echelon construction is not this, but the other two elements:<\/p>\n\n\n\n
(1) Growth. Echelon is formed in the process of growth, and growth drives echelon training;<\/p>\n\n\n\n
(2) Evaluation. Echelon is about evaluation, not about how many levels there are. Timely recognition of excellent performance, timely incentive, priority to give opportunities, poor performance, timely treatment, this is naturally echelon. To be extreme, even if there are only two levels of an enterprise, it can also form an upward channel, as long as it is “competent, mediocre under”, it is not absolutely necessary to have a lot of levels to reflect the difference.<\/p>\n\n\n\n
Many employees of enterprises have no passion and feel that they have no future. We usually think that it is because of the lack of career development channels, but more of the problem is the growth of enterprises, and employees cannot see the future of enterprises. The other is not that the enterprise does not rise the level of the channel, but does not form a clear mechanism of the good, the mediocre under, so that employees feel that even if they do well, there may be no future, there is a channel but not, evaluation, differentiation, the formation of the echelon!<\/p>\n\n\n\n
Step 2 Evaluate<\/h4>\n\n\n\n
With ladders and talents of different value levels, how to distinguish? By evaluation. But evaluation is a world-class problem, when we do evaluation, we often encounter two phenomena:<\/p>\n\n\n\n
(1) The employee evaluation results are excellent, all of them are more than 90 points, but the enterprise performance has not improved much, or many problems have not been solved.<\/p>\n\n\n\n
The key to this problem is that what the enterprise evaluates is not what the enterprise needs. In order to achieve what the evaluation wants, the core is to do management by objectives, and the managers of enterprises from top to bottom should carry out target decomposition. What does the enterprise want, if it wants to succeed, what are the key areas, what are the problems in these key areas, what should be done, what degree should be done, then what is the assessment and what is the standard.<\/p>\n\n\n\n
Evaluation is not sitting in the office designing metrics. The key is for managers to have a good discussion about what is the path to achieving the goals of the organization. What is the reality in these paths? What problems and gaps exist and what should be done. Therefore, we often see that what we do is very professional, it seems to be correct, but it is not to achieve the company’s goals and solve the problem, which is that our management is very “professional”, there is no problem with the system, process and form, but the content of the form is unnecessary, for example, our management system and process are professional like a highway. But we have a horse-drawn cart running above us.<\/p>\n\n\n\n
The reason why evaluation is a world-class problem, I think the real reason is that all line managers need to do management by objectives, to do management by objectives in a realistic way, this is the difficulty of evaluation. If this is not done well, it is inevitable that the assessment is not what is needed. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
Think about it, is not doing management by objectives to discuss the path and method of achieving the company’s goals? Isn’t management by objectives the assignment of responsibilities and tasks? Isn’t management by objectives communication and coordination? Isn’t management by objectives supervising, instructing and developing people? Isn’t management by objectives a morale booster?<\/p>\n\n\n\n
(2) How to measure contribution<\/p>\n\n\n\n
We often hear some employees complain about “doing more wrong”, and some people complain that the evaluation is unfair. So how does performance evaluation measure contribution?<\/p>\n\n\n\n
First of all, we must establish a concept that we should not pursue the precise quantity of evaluation, but the clear orientation of evaluation. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
Second, the key to measuring contribution is “improvement”, only improvement is the real contribution, only by measuring improvement, we can know that the evaluation score is high, is promoting progress!<\/p>\n\n\n\n
Finally, the key to improvement lies in “benchmarking”. For example, you are better than before, you are better than your competitors. If our company wants to be the first in China in the industry, then we must be the first in China in the standard industry, then how to set our assessment objectives? It must be to surpass the competition on the table, the assessment goal is achieved, is the world’s first, so, the world’s first, from this perspective, is also assessed out.<\/p>\n\n\n\n
Step 3 Competition<\/h4>\n\n\n\n
Competition, in popular terms, is the good up, the mediocre down. Many enterprises are often afraid of conflict, the implementation is not firm, or the form, this link is not implemented, the grade, the evaluation has become false, so we must dare to implement the “good on, the mediocre under” strategy.<\/p>\n\n\n\n
For this link, many companies are afraid of conflict, expect a management technology or management system to solve, this is impossible, must have the courage to execute, only rely on people “serious”, “insist” to solve this problem, not the so-called management technology. What is the real core competence of the enterprise? It is “serious, persistent, will achieve the goal”. The reason why these three words are core competencies is because the vast majority of enterprises can’t do it. What did Huawei have back then? To technology without technology, to capital without capital, rely on these three words.<\/p>\n\n\n\n
Third, management construction depends on the management system<\/h3>\n\n\n\n
The essence of enterprise management construction is to build a management system, and the system naturally depends on the management system. Because only the management system based on the realization of strategy as the goal, the system we design can have a direction, otherwise it may become a system for the sake of the system, the system is beautiful, but the vitality of the operation and the vitality of the staff is low, an organization that repress the vitality and creativity of operators and employees, it is difficult to train outstanding leaders. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
What is a management system? First of all, the enterprise strategy is the traction of all the operation and management activities of the entire organization: what degree the enterprise should achieve, the business positioning of the enterprise, the path of how the enterprise achieves the strategic goal, the key areas and tasks that the enterprise should build barriers, and what kind of capabilities the enterprise should form. This determines the objectives, priorities and tasks of each of our business units and departments, which are translated into the objectives, plans and budgets of each unit and department, which is the planning and programming level. After planning and planning are determined, the key lies in the need for people to act, which is the cadre staff echelon.<\/p>\n\n\n\n
How are actions managed? What is the effect of action? This is the performance management system.<\/p>\n\n\n\n
How to ensure that there are enough human resources, employees of all departments perform their duties and work together as a whole, and employees at all levels have enough motivation to practice the strategy? This is organization and human mechanism.<\/p>\n\n\n\n
In the process of implementing the company’s strategy, how to ensure that employees at all levels are on the track of the company’s expectations? This is the control mechanism.<\/p>\n\n\n\n
How to ensure that employees at all levels are unified in the competition for the market, efficient and orderly operation? This is the operating system.<\/p>\n\n\n\n
What beliefs, positions, and principles do we expect our employees to adhere to in implementing our strategy? This is the company’s cultural agenda. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
Figure 1: Management system diagram around strategic implementation<\/p>\n\n\n\n
Only to practice the strategy for the purpose of building a management system, we know the purpose of these management programs. On this basis, the formation of relevant institutions, so that our system is not some perfect pieces of cloth on top of another perfect piece of cloth, but like patches, as to whether it can stimulate everyone to create value, the realization of the strategy is unknown.<\/p>\n\n\n\n
According to this idea, if a leapfrog development of enterprises now need to carry out management construction, what should be done? Based on solving the practical problems of the enterprise, that is, based on the strategic landing of the enterprise, if the easy system replaces management, the problem cannot be solved, and the enterprise will fall into the dilemma of vitality, and it will become a saline-alkali land for the leaders, not only the problem that cannot be cultivated, but also the problem that is difficult to survive after recruitment.<\/p>\n\n\n\n
Fourth, management and construction is better than everything<\/h3>\n\n\n\n
Management is not only the process, system, mechanism, etc., but more importantly, the leadership of managers. What systems, processes and mechanisms were in place when the company was small? It’s all about entrepreneurial leadership – what to achieve, how to get there, how to assign tasks, what are the problems with the process, discussing with everyone how to solve it, how to do in the end, how to distribute it, and so on.<\/p>\n\n\n\n
If management and construction can be done well, everyone is willing to do it with passion because of the exemplary role of entrepreneurs: he is full of passion and puts the enterprise in front of his life, day and night; He himself is very pragmatic, on the front line, leading the way; He himself is a perfectionist. Continuous innovation and improvement; He himself is the pursuit of success, not to reach the goal vowed not to give up; He is an impartial judge of who creates value and how it should be distributed\u2026 CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
This shows a truth – an important factor in the construction of management is leadership, and the important factor in the importance of leadership is the example. In a word, example is better than all management! In fact, with this point, many problems will be solved, cultural construction, cadre management, etc., a core purpose is to hope that our managers in accordance with the expectations of the example of action, then naturally led to the entire organization.<\/p>\n\n\n\n
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\u56db\u3001\u7ba1\u7406\u5efa\u8bbe\u8868\u7387\u80dc\u8fc7\u4e00\u5207<\/h2>\n\n\n\n
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$\"\"\/$ <\/figure>\n\n\n\n
\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n
Xia Zhenming: Crack the three methods of over-management<\/h2>\n\n\n\n
The management system is gradually established in the process of solving their own actual management problems, and should not be the grafting of a perfect system, all at once draped in the body of the enterprise, and then the enterprise is advanced. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
In an enterprise that overemphasizes management, emphasizes systems, and emphasizes processes, we often find that people are busy filling out forms all day, holding meetings, inspecting, and issuing tickets, but few people care about what problems the business is facing. At this time, the employees of the enterprise are a group of obedient, repressed, and cautious sheep, and it is difficult to find a few wolves that stimulate everyone’s initiative and unite to compete for the market.<\/p>\n\n\n\n
Problems often arise at the very top of the idea. In my consulting practice, I often meet the needs of some growing small and medium-sized enterprises – I need a set of advanced management concepts and management systems, and then my enterprise will be at a high starting point and a high level.<\/p>\n\n\n\n
In fact, the management system is gradually established in the process of solving their own actual management problems, rather than a perfect system of grafting, all at once draped in the body of the enterprise, and then the enterprise is advanced.<\/p>\n\n\n\n
External management consulting institutions are valuable, and the most important thing is to stimulate their own management team to constantly solve the problem by themselves, and then in the process of solving the problem, the formation of their own management system, so that there will be no rejection phenomenon, while ensuring the real growth of the enterprise.<\/p>\n\n\n\n
Why do many companies fail to recognize that “over-management” often occurs?<\/p>\n\n\n\n
One important reason is that our management is too developed, too many business leaders hear that the development of enterprises depends on management, hundred years of enterprises rely on systems and other management concepts and models, sacrifice the basics, thinking that with these systems, enterprises will naturally be better, but forget the common sense truth in the early stage of entrepreneurship – enterprises to make money, to stimulate employees to make money, to be able to stimulate employees to make money for a long time. This article is the three methods of teacher Xia Jingming’s management system, which are shared as follows: CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
First, the management system is gradually built up in the process of promoting business<\/h3>\n\n\n\n
When businesses are small, they don’t need management at all.<\/p>\n\n\n\n
The enterprise is a little bigger, the department is more, the people are complicated, and the scene of the common competition for the market is gradually declining, and the departments have become an island unconsciously, all think that their work is important, and all think that the problem of coordination is that other departments do not cooperate. But no matter who the market is, this time needs to be based on the problems at that time, based on the competition for the market, the responsibility, the process is constantly optimized.<\/p>\n\n\n\n
The enterprise is a little bigger, the enterprise recruitment more and more people, but the internal slowly appeared a lot of people complain, they think they are unfair treatment, and tell the same to do more to do less, the ability is good and the ability is poor, but the enterprise has no basis to judge, who contributes more, who contributes less.<\/p>\n\n\n\n
At this time, enterprises should establish “grid” and “standard”, that is, establish the enterprise “value order” – organization, compensation, evaluation system. Different levels, different positions, and different working abilities are on different grids. Then, through the evaluation system, we can move up and down on this grid to achieve dynamic adjustment and form a competitive mechanism.<\/p>\n\n\n\n
Enterprises will be faced with many development opportunities and develop rapidly, while requiring a large number of personnel from different industries, different professions and different levels. The influx of personnel will further impact the original fragile management system, resulting in internal chaos. Then enterprises will strengthen management and formulate systems, but the internal thoughts will become more chaotic, believing that doing this is wrong and doing that is right. Different people have different views, even the top also have different views, on the surface of unity, but behind each have their own words, each act. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
At this time, we need to reconstruct the value order — organization, compensation, evaluation; It is necessary to carry out cultural construction, form a common program, so that the management team of the enterprise can reach a consensus on the principles of enterprise development, organization construction, value creation and value distribution, management responsibility and behavior, and reduce obstacles for the future management reconstruction; Talent planning and echelon development programs need to be focused.<\/p>\n\n\n\n
Second, related links: Grade – evaluation – competition (distribution)<\/h3>\n\n\n\n
Step 1: Level<\/h4>\n\n\n\n
Rank is the value division of the value distribution mechanism. It includes job grade, salary grade, talent echelon. Why is there a hierarchy? Because we first need to have a “ladder” to distinguish between different values, otherwise, we can not distinguish between different values, and we can not stimulate motivation. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
Therefore, the hierarchy is the basis of the distribution of value. Among them, echelon is particularly important, I have concluded that without echelon, the management mechanism of the enterprise will fail. Because if there is no echelon, if you feel that a person is not good, it is likely that you have no way to deal with it, because no one may be able to do better than him, the enterprise must first live, first do business, so only compromise, on the one hand, disgruntled, on the other hand, and may be helpless to indulge, over time, the organization will form a game atmosphere. This is to say that without echelons, your assessment mechanism and employment mechanism will fail.<\/p>\n\n\n\n
Of course, we cultivate echelons, not to replace people, but so that the organization can continue to struggle. For echelon construction, many enterprises have many misunderstandings. For example, it is believed that setting up more deputy or assistant posts will form a talent echelon and have a reserve force; For example, there are many levels, thinking that this creates a career path. In fact, the key to echelon construction is not this, but the other two elements:<\/p>\n\n\n\n
(1) Growth. Echelon is formed in the process of growth, and growth drives echelon training;<\/p>\n\n\n\n
(2) Evaluation. Echelon is about evaluation, not about how many levels there are. Timely recognition of excellent performance, timely incentive, priority to give opportunities, poor performance, timely treatment, this is naturally echelon. To be extreme, even if there are only two levels of an enterprise, it can also form an upward channel, as long as it is “competent, mediocre under”, it is not absolutely necessary to have a lot of levels to reflect the difference.<\/p>\n\n\n\n
Many employees of enterprises have no passion and feel that they have no future. We usually think that it is because of the lack of career development channels, but more of the problem is the growth of enterprises, and employees cannot see the future of enterprises. The other is not that the enterprise does not rise the level of the channel, but does not form a clear mechanism of the good, the mediocre under, so that employees feel that even if they do well, there may be no future, there is a channel but not, evaluation, differentiation, the formation of the echelon!<\/p>\n\n\n\n
Step 2 Evaluate<\/h4>\n\n\n\n
With ladders and talents of different value levels, how to distinguish? By evaluation. But evaluation is a world-class problem, when we do evaluation, we often encounter two phenomena:<\/p>\n\n\n\n
(1) The employee evaluation results are excellent, all of them are more than 90 points, but the enterprise performance has not improved much, or many problems have not been solved.<\/p>\n\n\n\n
The key to this problem is that what the enterprise evaluates is not what the enterprise needs. In order to achieve what the evaluation wants, the core is to do management by objectives, and the managers of enterprises from top to bottom should carry out target decomposition. What does the enterprise want, if it wants to succeed, what are the key areas, what are the problems in these key areas, what should be done, what degree should be done, then what is the assessment and what is the standard.<\/p>\n\n\n\n
Evaluation is not sitting in the office designing metrics. The key is for managers to have a good discussion about what is the path to achieving the goals of the organization. What is the reality in these paths? What problems and gaps exist and what should be done. Therefore, we often see that what we do is very professional, it seems to be correct, but it is not to achieve the company’s goals and solve the problem, which is that our management is very “professional”, there is no problem with the system, process and form, but the content of the form is unnecessary, for example, our management system and process are professional like a highway. But we have a horse-drawn cart running above us.<\/p>\n\n\n\n
The reason why evaluation is a world-class problem, I think the real reason is that all line managers need to do management by objectives, to do management by objectives in a realistic way, this is the difficulty of evaluation. If this is not done well, it is inevitable that the assessment is not what is needed. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
Think about it, is not doing management by objectives to discuss the path and method of achieving the company’s goals? Isn’t management by objectives the assignment of responsibilities and tasks? Isn’t management by objectives communication and coordination? Isn’t management by objectives supervising, instructing and developing people? Isn’t management by objectives a morale booster?<\/p>\n\n\n\n
(2) How to measure contribution<\/p>\n\n\n\n
We often hear some employees complain about “doing more wrong”, and some people complain that the evaluation is unfair. So how does performance evaluation measure contribution?<\/p>\n\n\n\n
First of all, we must establish a concept that we should not pursue the precise quantity of evaluation, but the clear orientation of evaluation. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
Second, the key to measuring contribution is “improvement”, only improvement is the real contribution, only by measuring improvement, we can know that the evaluation score is high, is promoting progress!<\/p>\n\n\n\n
Finally, the key to improvement lies in “benchmarking”. For example, you are better than before, you are better than your competitors. If our company wants to be the first in China in the industry, then we must be the first in China in the standard industry, then how to set our assessment objectives? It must be to surpass the competition on the table, the assessment goal is achieved, is the world’s first, so, the world’s first, from this perspective, is also assessed out.<\/p>\n\n\n\n
Step 3 Competition<\/h4>\n\n\n\n
Competition, in popular terms, is the good up, the mediocre down. Many enterprises are often afraid of conflict, the implementation is not firm, or the form, this link is not implemented, the grade, the evaluation has become false, so we must dare to implement the “good on, the mediocre under” strategy.<\/p>\n\n\n\n
For this link, many companies are afraid of conflict, expect a management technology or management system to solve, this is impossible, must have the courage to execute, only rely on people “serious”, “insist” to solve this problem, not the so-called management technology. What is the real core competence of the enterprise? It is “serious, persistent, will achieve the goal”. The reason why these three words are core competencies is because the vast majority of enterprises can’t do it. What did Huawei have back then? To technology without technology, to capital without capital, rely on these three words.<\/p>\n\n\n\n
Third, management construction depends on the management system<\/h3>\n\n\n\n
The essence of enterprise management construction is to build a management system, and the system naturally depends on the management system. Because only the management system based on the realization of strategy as the goal, the system we design can have a direction, otherwise it may become a system for the sake of the system, the system is beautiful, but the vitality of the operation and the vitality of the staff is low, an organization that repress the vitality and creativity of operators and employees, it is difficult to train outstanding leaders. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
What is a management system? First of all, the enterprise strategy is the traction of all the operation and management activities of the entire organization: what degree the enterprise should achieve, the business positioning of the enterprise, the path of how the enterprise achieves the strategic goal, the key areas and tasks that the enterprise should build barriers, and what kind of capabilities the enterprise should form. This determines the objectives, priorities and tasks of each of our business units and departments, which are translated into the objectives, plans and budgets of each unit and department, which is the planning and programming level. After planning and planning are determined, the key lies in the need for people to act, which is the cadre staff echelon.<\/p>\n\n\n\n
How are actions managed? What is the effect of action? This is the performance management system.<\/p>\n\n\n\n
How to ensure that there are enough human resources, employees of all departments perform their duties and work together as a whole, and employees at all levels have enough motivation to practice the strategy? This is organization and human mechanism.<\/p>\n\n\n\n
In the process of implementing the company’s strategy, how to ensure that employees at all levels are on the track of the company’s expectations? This is the control mechanism.<\/p>\n\n\n\n
How to ensure that employees at all levels are unified in the competition for the market, efficient and orderly operation? This is the operating system.<\/p>\n\n\n\n
What beliefs, positions, and principles do we expect our employees to adhere to in implementing our strategy? This is the company’s cultural agenda. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
Figure 1: Management system diagram around strategic implementation<\/p>\n\n\n\n
Only to practice the strategy for the purpose of building a management system, we know the purpose of these management programs. On this basis, the formation of relevant institutions, so that our system is not some perfect pieces of cloth on top of another perfect piece of cloth, but like patches, as to whether it can stimulate everyone to create value, the realization of the strategy is unknown.<\/p>\n\n\n\n
According to this idea, if a leapfrog development of enterprises now need to carry out management construction, what should be done? Based on solving the practical problems of the enterprise, that is, based on the strategic landing of the enterprise, if the easy system replaces management, the problem cannot be solved, and the enterprise will fall into the dilemma of vitality, and it will become a saline-alkali land for the leaders, not only the problem that cannot be cultivated, but also the problem that is difficult to survive after recruitment.<\/p>\n\n\n\n
Fourth, management and construction is better than everything<\/h3>\n\n\n\n
Management is not only the process, system, mechanism, etc., but more importantly, the leadership of managers. What systems, processes and mechanisms were in place when the company was small? It’s all about entrepreneurial leadership – what to achieve, how to get there, how to assign tasks, what are the problems with the process, discussing with everyone how to solve it, how to do in the end, how to distribute it, and so on.<\/p>\n\n\n\n
If management and construction can be done well, everyone is willing to do it with passion because of the exemplary role of entrepreneurs: he is full of passion and puts the enterprise in front of his life, day and night; He himself is very pragmatic, on the front line, leading the way; He himself is a perfectionist. Continuous innovation and improvement; He himself is the pursuit of success, not to reach the goal vowed not to give up; He is an impartial judge of who creates value and how it should be distributed\u2026 CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
This shows a truth – an important factor in the construction of management is leadership, and the important factor in the importance of leadership is the example. In a word, example is better than all management! In fact, with this point, many problems will be solved, cultural construction, cadre management, etc., a core purpose is to hope that our managers in accordance with the expectations of the example of action, then naturally led to the entire organization.<\/p>\n\n\n\n
\u7531CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/a>\u8f6c\u8f7d\u800c\u6210\uff0c\u6765\u6e90\u4e8e\u534e\u590f\u57fa\u77f3\u7ba1\u7406\u8bc4\u8bba\uff0c\u4f5c\u8005\u590f\u60ca\u9e23\uff1b\u7f16\u8f91\/\u7ffb\u8bd1\uff1aCXO UNIONCXO\u8054\u76df\u5c0fU\u3002<\/p>\n\n\n\n
\u5982\u9700\u52a0\u5165 CXO UNION\uff08CXO\u8054\u76df\uff09<\/a>\u9ad8\u7ba1\u793e\u7fa4\uff0c\u8bf7\u8054\u7cfb\u793e\u7fa4\u5c0f\u4f19\u4f34\u54e6~<\/p>\n\n\n\n
$\"\"\/$ <\/figure>\n\n\n\n
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\u4e8c\u3001\u76f8\u5173\u94fe\u63a5\uff1a\u7b49\u7ea7\u2014\u8bc4\u4ef7\u2014\u7ade\u4e89\uff08\u5206\u914d\uff09<\/h2>\n\n\n\n

\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n

Second, related links: Grade – evaluation – competition (distribution)<\/h3>\n\n\n\n