A real case, enterprise management has encountered a development bottleneck, please give a solution.

These problems are common problems faced by many private enterprises or family enterprises. It is really difficult to solve, and it is true that many enterprises are not struggling at this stage.

This stage should not be expanded. The more labor-intensive enterprises fail to expand in management, the greater the risk.

This problem seems so few, in fact, it is very troublesome to solve. The core of solving the problem is the general manager himself. The middle and senior leaders he manages are not easy to manage, so the following are naturally mixed.

The first question is, why is the general manager not authoritative enough? I'm afraid he's a nice guy and hasn't offended any other senior leaders. Even if he doesn't want to be good, how can others be good? Or they have no ability, communication is not in place, their speeches are not inflammatory, their management ideas are confused, their problems are unclear, their responsibilities are unclear, they can't make decisive decisions and set an example. Can these problems be changed without changing leaders or changing leaders?

Liu Chuanzhi said: "It is better to make a show than to shout", take the lead in everything, deal with senior leaders who are irresponsible for shirking seriously, and deal with them by military law to show their military power! Establish authority, how to convince everyone without showing attitude! It is too early for this enterprise to talk about the system! Let the boss speak first! According to Toyota's enterprise three-stage theory, "at the beginning of life, whoever is lazy will do it, and the system will be the master." At the beginning of life, he is born naturally. If he is asked to do anything, the soil will become gold. At the beginning of life, people who are good in nature want to do what they want, and everyone does it. "

Then, we began to reorganize the organizational structure, strictly define the responsibilities, tasks, functions and responsibilities of various departments, formulate relevant systems, recruit competent leaders, and assume corresponding responsibilities. The simplest way is "I want a gourd". In fact, this is what Drucker called effective management. But in China's allusions, few bosses take a fancy to "I want a gourd". I don't care about your process, I want the result. In fact, if you want a gourd, then this gourd seedling must be good, otherwise you won't get a gourd.

In this way, if there is a problem, the relevant leaders will be seriously investigated for responsibility, demotion, salary reduction, dismissal and so on. With the organizational structure, we can start to improve the corresponding system. Can the general manager make this system? Distinguish what a department should do and what kind of responsibility it should bear! If you still can't tell, there will be prevarication! There are many times when the responsibility is unclear, and the punishment is based on the size of the responsibility!

Distinguish responsibilities, with job descriptions and related systems to ensure! There are rules to follow and laws to follow! If there is a problem, use military law to deal with it! No mercy! In this way, one goal can be achieved, that is, someone is responsible for everything, so that you can find the relevant person in charge if you have any questions. This requires strict institutional guarantee and foundation. Any more leaders who are not responsible for wrangling and directly dismiss or demote must be strict! If it's not strict, forget it!

Everyone has his own responsibility. Now that internal communication is perfect, hardware communication is needed, such as establishing internal communication groups. I know a company that allows employees to join QQ, and then set up a QQ group. If there is any notice in the group, everyone will know it in an instant. In management, it is called non-communication, and informal communication has many advantages. This kind of communication is very practical, but few companies dare to do so. Then it is to inform the billboard and telephone insiders, but there are many ways to establish internal communication mechanisms. Theoretically speaking, communication methods include straight line communication, two-way communication, Y-shaped communication and so on. As long as effective communication can be achieved.

Finally, you can do a performance appraisal, set a development goal of 20 1 1 year, and then break it down into monthly goals. Then break it down into various departments. The general manager evaluates the department and the head of the department evaluates the interior of the department. However, AA Company is worried that the target will be broken down, and what if it cannot be completed? This is the core problem, why can't it be finished? First, the goal is too high. Second, there is no incentive, and third, the supervisor destroys it.

The solution is to lower the goal if the goal is high, and decide whether to lower the goal according to the actual situation. Improve multi-channel incentives, for example, reward employees who exceed the standard. Check and follow up at the same time. Check and follow up is to let leaders and departments report their monthly goals at any time, why and how, and coordinate and improve at any time to ensure the realization of the goals at the end of the year.

Finally, you said: the heads of major departments of AA enterprises are mostly the old department of the general manager and are old acquaintances. This goes back to the core I mentioned at the beginning. The general manager takes care of the face and emotional problems of old acquaintances, so who doesn't take feelings as an example?

In fact, the most difficult thing in China is to manage people. Why do we need China's management mode now? Zhang Ruimin always proposed to look for China's management mode, because foreign management mode can't manage China people, and their inventions can only adapt to them, so the application mode can make the enterprise develop.

One day, we will establish a management mode that is in line with our China culture, and we will manage it well with this mode. But we haven't found this model yet, so now the key of enterprise management in China is to look at the core figures.

Say so much, I hope to help you!