Case: A company producing and selling jewelry industry with their good reputation and many years of painstaking efforts, the country’s favorable economic situation factors, business is booming in recent years has been in the industry “leader” status.
However, since the second half, due to rapidly changing external environment and internal management of rapid growth as a result of various factors such as the management of out of touch, so sharp decline in sales and profits, increased turnover, the company is facing a severe test , where to go, so that the whole company fell into deep thought into … … …
Analysis: From enterprise development stage of this perspective, there is an import from the growth stage of transition to a natural phenomenon occurs, how to quickly get rid of present difficulties, so that enterprises embark on the road of healthy development, this is a serious problem .
I think the main problems of the company’s performance in the following areas:
First, the lack of depth on the development strategy of inquiry, without a clear development strategy the company is still in the opportunity-oriented stages of development;
Second, organizations do not change under the company be adjusted accordingly, it has been quite reasonable, and failed to meet the company’s development needs; sector functions is not clear, could not play its due role.
Three, missing the company’s overall coordination of the monitoring center, cross-cutting basic management processes are not perfect, could not form an organic whole operation;
4, did not enhance the understanding of human resource management, human resources management not in place. The quality of personnel is generally not high enough execution, the company lacks an effective incentive and control measures, inadequate pay levels competitive, performance management system is not carried out, the lack of performance evaluation mechanism.
5, ignore the building of enterprise culture, no corporate culture based on the core layer and system layer protection, and positive corporate culture has not been formed. Lack of internal communication mechanisms, communication channels, not much development goals and future plans of the company there is only a small number of high-level computer company, the company’s cohesion, centripetal force is not strong, and institutionalized management have not formed habits.
The problems the company is a typical “growth stage syndrome”, is the company from the start of the transition to the growth stage the common problems occurring. The specific performance:
1, significant changes in market conditions, market competition, forcing companies to adapt to environmental change, the existing business management need to make major adjustments. By the irregular operation of the company to standardize management of change, as management stepped up, already develop many bad habits of employees not suited to the phenomenon occurs.
Second, the survival strategy of the transition phase of the fuzzy, require the company to sort out development, a sense of direction; also require the company to profitability on its own mode of understanding more clearly, clearly their source of profits, require companies to value chain link to make a clear choice.
3, the company guided by the opportunities for the development of power-oriented development to the ability to force change. Require the company to be enhanced systems management capabilities, personal capacity should improve accordingly.
Four companies from relying on individual capacity development to rely on organizational capacity development. This requires that the company has more sound organizational structure and departmental functions and responsibilities, so that the capacity of organizations to play.
Five, from not forming culture system to cultivate a clear corporate culture began to change to require employees recognize the company’s management philosophy, and the formation of the company’s unique cohesion and solidarity.
Countermeasures: “Growth stage syndrome” is the inevitable growing pains experienced in the process, handled well, the company can enter a new stage of development, such as they are not, companies will be declining, even the possibility of failure .
I believe that the enterprise at this stage the focus is “to basic, and Improve, the step” to corporate culture and system construction as the entry point, through institution building, training and other means to strengthen corporate governance, improve the overall management level. In the whole process to take care of the current situation, even taking into account the company’s long-term goals and interests.
First: Clear strategy. Strategic planning is the company’s programmatic document to guide the development direction of the company, clearly the company’s business, guiding the company’s resource allocation, specified in the company’s development strategy and development initiatives. 3-5 years, the development of clear corporate objectives, and be planning the company’s annual development goals, development of company development initiatives. Specific operation should start with the implementation of management by objectives, complemented by measures such as budget management to operate.
Second: the design and functions of the organizational structure, responsibilities clear.
Company structure is the company to achieve its basic functions, a reasonable structure can improve the operating efficiency and profitability.
* Combines the company’s strategic requirements, according to internal capabilities and limitations and should strengthen the core aspect of designing a new organizational structure, emphasis on strengthening the management capacity, based on sound management and predictable development of priority sectors, passive situation for the company lay the foundation for victory in sight.
* The same time, departments, and positions of the responsibilities of the system optimized, clearly the work of the position responsibilities, capabilities and quality requirements, so that employees on the clear understanding of their responsibilities in mind, and be able to combine quality posts rising capacity requirements, aim to enhance the work and initiative.
Third: the establishment of key management processes and improvement.
Management process is the specific matters to series of interrelated activities, the flow chart shown, enabling cross-sectoral, cross-posts of activities in an orderly manner, can improve operational efficiency, to prevent risks from occurring.
* At different levels for different levels of a key or key management processes, these processes involve all areas of the company’s important work. Including the company’s main business processes, marketing processes, order fulfillment processes, procurement processes, customer service processes, human resources management processes, financial management processes and so on.
* Process should be designed to operate form the same time, so that the process to the specific operation, through the establishment and improvement process, significantly improving the order and efficiency of company operations, but also to plug the loopholes in management and improve the company’s overall management.
I am an expert from China Manufacturers, usually analyzes all kind of industries situation, such as cell phone blockers , t mobile prepaid card.
