Discussion on the Air Compressor Industry As soon as you catch it, you will die, and when you release it, you will be messed up.
According to World Bank statistics, the average lifespan of American companies is about 40 years, while the average lifespan of Chinese companies is only 4.5 years, and that of private companies is even shorter, only 2.5 years.
Why are Chinese companies always small? Why do Chinese companies never do long? Why do Chinese companies often die as soon as they are caught and chaos as soon as they are released? Why is the efficiency of Chinese companies so low at the moment, but the cost is high...
Entrepreneurs generally have the "Sanhu" phenomenon
The first "Hu": Hu Nong phenomenon
The most typical corporate behavior is: what to make money and what to do
The daily work ranges from the helm of the company to the front-line employees. They do what they want. When they fail to do it, the helm blames others, feeling that there is no "capable person".
The bigger the company, the more the “firefighter" at the helm. In the first two years, he can still be lazy as a “hands-off shopkeeper". In the past two years, due to the cruel market competition, money is getting worse and worse. panic.
The minds of employees in the company have changed. Few people care about the relationship between the quality of their work every day and the goals of the company.
The second "Hu": Hu dry phenomenon
(1) Do it without standards, do whatever you want, without asking the result or the goal;
(2) Do more and do less, all employees are "only superior", or it doesn't matter at all, they leave if they do not happy;
(3) There is no inspection and supervision, no summary and assistance, no training, no communication and coordination in the work process.
The third "Hu": nonsense phenomenon
(1) The person at the helm of an enterprise has no faith, only human words, and the leader will do it instead of thinking about it, making casual decisions, making promises, self-esteem, and it is not easy to listen to others' opinions;
(2) Most of the people in the company are superficial, the employees have no beliefs, beliefs and goals, and their values are confused. Informal organizations exhibit serious attributes and characteristics, that is, employees in the unit do not talk about goals, responsibilities, and rights, but more about emotions, interests, and hobbies. There are many "opinion leaders" in enterprises, and some people "spoken words" all day for personal gain, which has severely undermined organizational goals. In fact, this is all selfishness. When asked about how a company operates and manages, "I don't know one question, and then I get confused."
What is the reason for this phenomenon in the enterprise?
(1) The employee has experience or does not know what to do-work objectives and tasks are not clear;
(2) Employees have experience or do not know how to do it-do not know the operation process;
(3) The employees have experience or do not know to what extent they do-do not know the work standards;
(4) What will happen if you do not know how to do it with experience-lack of incentives, lack of salary, lack of policies;
(5) Too many levels, unclear division of labor, unclear powers-unclear division of organizational structure, department functions, and job responsibilities;
The reason behind this is actually that the foundation of the company's basic management has not been firmly laid. Because the basic management of enterprises is not reliable, these enterprises lack the necessary self-stabilization mechanism and immune mechanism. Just like houses built on the beach, the enterprises will collapse when there is an external impact.
The company lacks the ability to effectively set goals
There are several types of companies that do not have the ability to effectively determine goals: 1. Do not plan at all. From the boss to the employees, they use their inertia to find jobs every day, often waiting for "things to find him", and managers are everywhere "fire fighting" work; 2. The company also sets goals daily, but the determination of the goals is all in the heads of the leaders. There is no written plan. The leaders do whatever they want. The subordinates act according to the leadership's command. The management of the company lacks planning and extensive management. Employees are common Complain about the boss's frequent randomness and blindness in work and decision-making; 3. When managers are in progress, when setting goals, they are often based on feelings, taking for granted, preferences, and temperament. Most people rarely go through serious, systematic and logical combing. For example, if the upper-level leader decides a sales target, it is rigidly decomposed to the marketing department and then to the individual marketers. Whether the subordinates are able to complete it is not a matter of the leader. The leader does "hands off the shopkeeper" as long as the result is achieved. If employees cannot complete it, the leader will be held accountable. Even if certain companies have determined their goals, they are powerless and unable to transform and decompose them into departments, teams, positions, and even employees. Many managers tend to fall into the following misunderstandings when setting subordinate goals: some managers believe that subordinates perform their duties and there is no need to decompose subordinates' goals; they fail to let subordinates fully understand the company and department goals, causing subordinates to only care about their own goals And tasks, regardless of departmental and overall goals, it is a deviation between the small and large goals; the setting of subordinates' goals is regarded as distribution work, and the opinions of subordinates are not considered, regardless of whether the subordinates agree or not; it is too much trouble and management too Complicated because of resistance to this work... 4. Make plans every month and every week, and the leader will organize subordinates to hold meetings to determine the next month, next week or next stage. They can also systematically and standardizedly consider how much sales, how much production, and how much to develop. Customers, how many trainings are given to employees... However, due to extensive management in many companies, in the process of formulating job responsibilities, many clauses are mostly general, qualitative, and rough job requirements. The responsibilities are not detailed and quantified, no implementation rules, and no implementation. Standard, no inspection and assessment rules. Therefore, such a responsibility system is a fuzzy responsibility system and a random responsibility system. Under this arbitrary responsibility system, whether employees perform well or not, and whether their work is in place depends entirely on their personal consciousness. The job terms are rarely binding, which results in the inability to effectively decompose the goals to various departments, teams, and positions. There are many cases of "two skins" in implementation, planning and action. In essence, it is the result of blindness, ignorance or ignorance of the work from the boss to the corporate executives, and this result often makes employees feel at a loss and can also cause major harm to the company. Success is in business, failure is in management The main problems of Chinese small and medium-sized enterprises are: the most basic business management concepts have not been established, the most basic management rules have not been formulated, and the most basic methods and procedures for employees have not been trained... This can’t be blamed on our company’s investors and helms, because they all started businesses, factories, bosses, and bosses without any preparation. They pay more attention to the solution of immediate problems, and seldom pay attention to the long-term, systematic and comprehensive solution of the problem; they pay more attention to the construction of corporate systems, and seldom pay attention to the construction of corporate management systems. If such difficulties are not resolved, it will be difficult for companies to improve their management efficiency. It will also be very difficult for companies to develop continuously and efficiently, and their operating performance will not be continuously improved. This also verifies a saying: companies often succeed in operation, but fail in management. I hope that our corporate managers can improve and develop themselves by establishing and improving the corporate management system and continuously improving the level of the corporate management system while paying attention to system standards.
