To carry out business activities, an enterprise must first have a certain amount of something as a prerequisite

As a business manager, practical operation is much more important than theory

The content of business management

①Plan management

Through forecasting, Planning, budgeting, decision-making and other means effectively organize the economic activities of the enterprise around the requirements of the overall goal. Plan management embodies management by objectives.

②Production management

That is, managing the setup and operation of the production system through production organization, production planning, production control and other means.

③Material management

Carry out planned organization, procurement, supply, storage, economical use and comprehensive utilization of various production materials required by the enterprise.

④Quality management

Supervise, inspect and inspect the production results of the enterprise.

⑤Cost management

Carry out cost forecasting, cost planning, cost control, cost accounting, cost analysis, cost assessment, etc. around the occurrence of all enterprise expenses and the formation of product costs.

⑥Financial management

Manage the formation, distribution and use of corporate financial activities, including fixed funds, working capital, special funds, profits, etc.

⑦Labor and personnel management

Comprehensive planning, unified organization, systematic control, and flexible adjustment of labor and personnel in all links and aspects of the enterprise's economic activities.

Management is the process of coordinating human, material and financial resources through planning, organization, control, motivation and leadership in order to better achieve organizational goals.

This definition has three levels of meaning.

The first level of meaning explains that the measures adopted by management are the five basic activities of planning, organizing, controlling, motivating and leading. These five activities are also called the five basic functions of management. The so-called function refers to the role that a person, thing or institution should have. Every manager performs one or more of these functions at work. In short, the planning function includes forecasting future trends, establishing goals based on the forecast results, and then formulating various plans, policies, and specific steps to achieve the goals to ensure the realization of organizational goals. The five-year national economic plan, the long-term development plan of enterprises, and various operational plans are typical examples of plans. On the one hand, organizational functions refer to a structure established to implement the plan, which to a large extent determines whether the plan can be realized; on the other hand, it refers to the organizational process to achieve the plan goals. For example, division of labor and collaboration must be carried out according to certain principles, appropriate authorization must be provided, good communication channels must be established, etc. The organization plays a role in ensuring the completion of planned tasks. The control function is closely related to the planning function, which includes formulating various control standards; checking whether the work is carried out according to the plan and whether it meets the established standards; if there is a deviation in the work, a signal must be sent in time, and then the cause of the deviation must be analyzed, and the deviation must be corrected or Develop new plans to ensure organizational goals are achieved. Using the flight process of a launched missile to explain the control function is a better example. After the missile is aimed at the aircraft and launched, due to the continuous movement of the aircraft, the flight direction of the missile will deviate from the target. At this time, the guidance system in the missile will adjust the flight direction of the missile according to the heat source emitted by the jet at the tail of the aircraft until Hit the target. The motivation function and the leadership function mainly involve people's issues in organizational activities: it is necessary to study people's needs, motivations and behaviors; it is necessary to guide, train and motivate people to mobilize their work enthusiasm; it is necessary to solve various conflicts between subordinates. It is necessary to ensure that information channels between various units and departments are unimpeded, etc.

The second meaning in the management definition is the purpose of the first level, which is to use the above measures to coordinate human, material and financial resources. The so-called coordination refers to synchronization and harmony. For an organization to be effective, the activities of various departments, units, and individuals in the organization must be synchronized and harmonious; the allocation of human, material, and financial resources in the organization must also be synchronized and harmonious. Only in this way can diverse organizational goals be achieved in a balanced manner. A well-managed enterprise with automobiles as its main product has an appropriate proportion of manpower, equipment, factories and funds. Each department, each unit, and even each person does what at what time and when it is completed. There will be strict regulations on where they are sent to, so as to ensure that high-quality cars are produced at a lower cost.

This is like a well-coordinated orchestra. Although everyone plays their own notes, they work together to form a beautiful symphony.

The third meaning in the management definition is the purpose of the second meaning. Coordinating human, material and financial resources is to make the entire organizational activities more effective, which is also the fundamental purpose of management activities.

1. For sales managers, the external factors that have the greatest impact mainly come from the market. It mainly includes changes in competitors and changes in the overall market economic situation.

For example: if competitors launch new products or services with higher cost performance, then the sales of your company's products or services will become narrower; if the economic situation is not good, people will tend to In order to save money rather than consume, providers of luxury goods and services will face greater sales difficulties in comparison.

2. For production managers, external factors tend to have less impact on them. Anyone who has worked in the manufacturing industry knows that the so-called part of the people who can be affected by the external environment are often closely connected with the market. The pressure on production managers' KPIs often comes from the amount of work, rather than from dealing with the market, so generally Under certain circumstances, the external factors that can affect this group of people are often sudden and unpredictable surprise target work, etc.;

3. The factor that has the greatest impact on HR managers is changes in the talent structure: those who have done human recruitment My friends may all know this. Often when you go to a job fair and have been busy all day, your boss will complain if you don’t recruit the quantity required by your boss. However, if you recruit the quantity required by your boss but fail to meet the quality standards required by your boss, your boss will also complain. Can speak. Therefore, for applicants, it seems that the company's HR has unlimited rights, but in fact, HR often suffers from both sides. Of course, I just gave an example of recruitment. In terms of performance management and salary assessment, once the company's HR communicates directly with employees to conduct assessments, there will be more problems on both sides. Therefore, it is very painful to be an HR person. The pain lies in the fact that one is often influenced by the environment. I personally feel that the so-called external factors that have the greatest impact on HR are actually changes in the talent structure. For example, in recent years, the number of undergraduate graduates has increased every year, but we all know that the level of undergraduate education has not improved. Therefore, as the number increases, the quality will inevitably decrease.

Qualities that modern enterprise managers must possess

1. Basic qualities

1. Moral and ethical qualities

2. Psychological and personality qualities

1) Broad mind.

2) Open mind.

3) Perseverance and willpower.

4) Personal self-control.

3. Basic knowledge quality

1) Solid basic knowledge. Basic knowledge includes natural science knowledge and humanities and social science knowledge. Natural science knowledge includes geography, biology, physics, chemistry, astronomy, mathematics and other aspects; humanities and social science knowledge includes philosophy, politics, history, psychology, language, military and other aspects. As business managers responsible for major decision-making, coordination, and management in an enterprise, they should attach great importance to basic knowledge including humanities and social science knowledge.

2) Complete knowledge structure. Knowledge structure refers to the composition of various kinds of knowledge possessed by an individual. A perfect knowledge structure does not blame managers for seeking perfection, but must become a great scholar. A perfect knowledge structure requires managers to be relatively balanced in terms of knowledge and not have major knowledge defects.

4. Business managers should have a healthy body. This is the simplest and clearest point, but it is also one that is easily overlooked.

3. Professional quality

Professional quality refers to the qualities necessary for enterprise managers to implement enterprise management actions and activities. Professional quality is the basic requirement for enterprise managers to perform their duties.

1. Concentration and enthusiasm for business management.

2. Enterprise management knowledge requirements

1) Basic management knowledge such as planning, organization, coordination, and control. The main activity of business managers is management. Enterprise management refers to coordinating the human, material, and financial resources of an enterprise through planning, organization, control, motivation, and leadership, in order to achieve the goals set by the enterprise. The basic functions of management are planning, organization, control, motivation, coordination, leadership, etc. Therefore, business managers must have a deep understanding of this knowledge.

2) Business management knowledge such as marketing, procurement, research and development, service, production, quality, finance, human resources, and information construction. Enterprise management is a systematic work, from marketing to product services, from material management to human resources management, enterprise management activities are supported by different links and different functions. Enterprise managers must carefully study and understand the operating rules, characteristics, specifications and key points of each link and function. Of course, due to the different division of labor among managers within the enterprise, in addition to the managers who are fully responsible for fully understanding the contents of all the above links and functions, as other enterprise managers, the focus should be on learning the aspects of the business they are responsible for and in charge of. and study.

3) Industry and industry knowledge. Relative to the level of the national economy as a whole, enterprises are microscopic organizations of the national economy. Enterprises are part of various industries and industries in the national economy. Enterprise managers must clearly understand the status, role, division of labor, and characteristics of the enterprise in the corresponding industry and industry. Only in this way can enterprise managers correctly plan the enterprise. Therefore, business managers should research and learn industry and industry knowledge, and always keep abreast of the development and changes of industries and industries.

4) Other related subject knowledge. Business management is a comprehensive subject. It involves political science, economics, psychology, anthropology, history, physiology, ethics, mathematics, statistics, operations research, systematics, accounting, law and other knowledge. Therefore, in addition to the management function knowledge, business knowledge, and industry industry knowledge mentioned above, business managers should also understand relevant subject knowledge. Especially today, when new knowledge is changing with each passing day, business managers should attach greater importance to learning in this area.

3. Enterprise management skill requirements

Enterprise management skills refer to the skills used by enterprise managers to achieve the goals of enterprise management based on the environment in which the enterprise is located and the actual situation of the enterprise itself. Various management methods, tools and techniques. It is not enough for business managers to have management knowledge. Business managers must have the skills to solve problems in business management practice and achieve the unity of knowledge and action. Only then can business management be effective and achieve the goals of business management.

The skill requirements for business management are very broad. There are basic skills that most business managers must master, and there are special skills required by special enterprises. As enterprises develop and the environment changes, management skill requirements also change. Business management skills are a practical ability that require managers to continuously innovate and develop in practice. The skill requirements described in this article are the basic skills required by current business managers.

1) Plan management ability; plan management ability is the ability of enterprise managers to predict the future, set goals, decide policies and plans in enterprise management, in order to use existing resources economically and effectively grasp future development , the ability to achieve maximum corporate results. It is no exaggeration to say that the first skill requirement for business managers is planning management capabilities. Planned management is related to the development of an enterprise and is a management action that proactively reduces risks and improves efficiency. As a manager, you have good plan management skills. Plan management capabilities include strategic decision-making capabilities, goal management capabilities, plan control capabilities, etc. Only when enterprise managers master the planning management ability can they correctly formulate enterprise development policies, enterprise development strategies, and enterprise development goals. Only then can they formulate specific action plans and action plans based on enterprise development goals, and integrate the human, material, and Financial resources are coordinated to achieve the goals set by the enterprise.

2) Communication and coordination skills. Communication and coordination ability refers to the ability of enterprise managers to control the transmission and exchange of ideas and information between personnel in the enterprise and between the enterprise and the outside world during enterprise management activities, as well as the ability to coordinate the disharmony caused by them. As a business manager, first of all, you must establish normal and effective communication channels, information dissemination channels, conflict resolution, and coordination mechanisms for the enterprise in business management activities. In the enterprise, there must be smooth channels. Whether it is the enterprise's business information or the personnel's ideological trends, it should be transmitted in the enterprise in a timely and effective manner. The ancients said: It is better to defend the people's mouth than to defend the river. Dayu's method of controlling floods was to divert water, and the same applies to managing enterprises. Only when a company establishes normal communication channels can it eliminate abnormal and discordant gossip and establish a good corporate culture.

At the same time, in addition to internal personnel, enterprise management also faces external public relations, including customers, suppliers, sellers, government agencies, the press, educational and scientific research institutions, communities, etc. object. Business managers should also have corresponding communication and coordination skills to establish a harmonious relationship with them. In addition to having good communication and coordination skills, business managers must also set an example for communication and coordination. Take the lead in setting an example of information communication and interpersonal communication in the enterprise. The Analects of Confucius says: You lead the way to be righteous, who dares to be unrighteous?

3) Motivational ability. In an enterprise, there are organizational interests and employees' personal interests. How to correctly handle the two relationships, adjust the enthusiasm of personnel in various ways, improve labor productivity, and make more contributions to the enterprise is what incentives need to solve. Someone abroad has done such a survey: Employees who are paid by the hour generally only need to exert 20%-30% of their abilities at work every day to keep their jobs. It can be seen that motivating employees to realize their potential will be a very considerable sum for the enterprise. of wealth. The ways to motivate employees include spiritual incentives and material incentives. Encouragement is an art. Enterprise managers must effectively master the principles and methods of incentives, and combine material incentives and spiritual incentives, external incentives and intrinsic incentives, positive incentives and negative incentives. Effectively combine to create a lively and lively atmosphere in the enterprise. Currently, companies are exploring new incentive methods such as employee participation, employee stock ownership, employee intrapreneurship, and new welfare programs. If business managers master the motivation methods, they will effectively tap the huge potential hidden in employees and make them a major driving force for the development of the company.

4) Corporate culture management capabilities. Corporate culture is the production and operation characteristics, technical characteristics, management characteristics of the enterprise reflected in the material form of the enterprise, as well as the impact of the enterprise's economic behavior on society. In addition, corporate culture affects the material form of the company from another aspect. Some people say that the highest level of corporate management is corporate culture management, and the influence of corporate culture is evident. In corporate management activities, the inheritance of corporate mission, corporate philosophy, corporate spirit and other aspects indeed benefit from the establishment of corporate culture, and the establishment of a corporate external image also relies on the construction and dissemination of corporate culture. Some business managers who want to become "century-old stores" or "century-old enterprises" must have the ability to build, maintain, and improve corporate culture. Corporate culture is also a productive force, but corporate culture is not a virtual thing. At present, there is a shortcoming in the corporate world that only emphasizes form and not content. Only some materialized signs, slogans, and objects are used to represent the entire corporate culture construction. Corporate culture Construction includes three levels: spiritual level, institutional level and material level. Corporate managers must play the role of shaper managers, advocates, and reformers in the construction of corporate culture, carry out corporate culture construction from three levels, and truly build corporate culture into the unique competitiveness of the enterprise.

5) Team organizational skills. Team work has become a very widely used management method in practice by current business managers. The Chinese themselves have privately evaluated themselves: one Chinese is a dragon, several Chinese become a snake, and they compare themselves with people from other countries. This reflects the lack of team awareness among Chinese people. In the organizational form of today's enterprises, team has become an important organizational form. Enterprise managers must master team building, coordination, and evaluation methods in management, and use team management methods to improve management level and management efficiency.

6) Leadership skills. Leadership refers to the ability of business managers to influence the activities of setting goals and implementing goals for the company. Therefore, as an enterprise manager, you must fully and correctly use the punishment power, reward power, legal power, model power, and expertise power given to you by the enterprise in management activities, actively influence the management actions of subordinates, and promote the realization of organizational goals. . Effective leadership comes from the management capabilities, basic qualities, and personality charm of corporate managers. Corporate managers must actively promote the realization of corporate goals based on strengthening their own cultivation and demonstrate good and effective leadership.

7) Innovation ability. Competition has become a basic characteristic of current enterprises, and innovation is the cornerstone for enterprises to obtain competitive advantages. Similarly, innovation is also the eternal theme of enterprise development. Business managers must have good innovation awareness and ability, and promptly carry out concept innovation, management innovation and product innovation at work. A good business manager is by no means a conservative person who sticks to the old ways and refuses change.

In the management, enterprise managers must constantly summarize work experience and management experience, constantly innovate management awareness, management concepts, management methods, and management methods to improve management levels. When facing market competition, business managers must correctly analyze the competitive environment and situation, and constantly innovate products, services, and corporate image.

8) Crisis management capabilities. Business management faces various factors and there are many unpredictable risks. In business management, you will encounter different crises, including crises in markets, policies, laws, operations, personnel, etc. Business managers must have two abilities in crisis management: First, the ability to handle crises. After a crisis occurs, business managers must face it bravely, carefully analyze the overall situation facing the company, the causes of the crisis, and the magnitude of its impact, and take timely and decisive measures to control its development trend in a timely manner, minimizing major issues and trivial matters. Efficiently eliminate a crisis or minimize its impact. Second, business managers must be good at using crisis management methods. Predict crises and use crises as a pressure and incentive to effectively avoid crises before they occur and promote the healthy development of enterprises.

4. Characteristic qualities

Characteristic qualities refer to the outstanding individual advantages formed in management practice in addition to the basic qualities and professional qualities of enterprise managers. quality. Characteristic qualities are an important symbol that distinguishes different managers from each other. Different entrepreneurs have different idiosyncratic qualities, which determine the ability advantages, management styles, and management styles of different managers. In actual management work, there will be some managers who are good at strategic operations, other managers who have unique management levels in cost control, or have unique skills in lean production, etc. Characteristic qualities come from the different lives, work backgrounds, work experiences and individual differences of different business managers. A ruler is short and an inch is long. It is impossible for everyone to be an expert or expert in all fields. The training of managers cannot be like manufacturing assembly line products, with the same standards and the same capabilities. The individual differences of managers form the idiosyncratic qualities of managers. Characteristic qualities are inseparable from basic qualities and professional qualities, and are derived from basic qualities and professional qualities.

1. Establishing favorable personal advantages is a required course for business managers. Business managers must have a clear and correct understanding of themselves, and must not think that they are geniuses or all-around champions. Everyone has their own strengths and advantages, and accordingly, everyone has their own shortcomings and disadvantages. Only by giving full play to their own strengths, continuously improving their capabilities in the areas they are good at, and constantly expanding their management advantages can managers gain their own advantages.

2. An excellent management team is an organic combination of managers with different characteristics. If each member of the management team has the same management level and ability, the management team will have limited advantages to exploit. If the members of the management team have different management advantages and different ability structures, then the team will It has the advantage of integrating human resources. A team with a reasonable combination of managers with different characteristics will definitely achieve excellent results and show its strong competitiveness. This is where the effectiveness of complementary advantages lies. Looking at successful teams at home and abroad, most of them are the result of complementary advantages. .

5. The specific embodiment of quality in individual enterprise managers

1. The relationship between the three qualities. Basic qualities are the most basic requirements for managers; professional qualities are the professional requirements for managers to perform their duties; idiosyncratic qualities are the individual management advantages embodied by different managers. The three constitute the organism of managerial quality as a whole, and all three are indispensable. Represented by a structural diagram, it is like a pyramid. Basic qualities are at the base of the tower, which is the foundation; professional qualities are the body of the tower, which is the foundation of managers; and idiosyncratic qualities are at the top, which reflect personal characteristics and advantages.

Different management styles and management capabilities. The quality structure of a qualified manager should consist of: good basic qualities, solid professional qualities, and specific qualities with competitive advantages. Due to individual differences, different managers will have different structures in their quality structure, and different structures will constitute different management styles and management capabilities.

b. Effective ways to improve the quality of enterprise managers

1. Ways to improve the quality of enterprise managers

The quality of enterprise managers is not innate. , mainly rely on acquired education and training. Especially when it comes to building a talent echelon of corporate managers and cultivating successors, companies need to pay close attention to improving the quality of corporate managers. At present, the ways to improve the quality of enterprise managers are:

1. Improvement at work. In order to improve the capabilities of managers, companies consciously and plannedly make special arrangements for managers in terms of work arrangements. For example, through job rotation, they can understand the operations of other departments and broaden their horizons; through agency work in higher positions, they can improve their thinking level in handling problems; they can arrange special tasks to test and improve their ability to handle special affairs. Promotion at work is an effective way to improve the practical ability of business managers. For example, IBM has a "long bench plan" to set up reserve talents for managers and key personnel. Detailed training plans have been developed for these personnel, especially in terms of improvement at work.

2. Centralized teaching. Send managers to longer-term education and training institutions to receive more systematic learning and training. Common examples of this approach include: the company’s internal universities and training centers; external training institutions; and university MBA and EMBA education, etc. The advantage of this training method is that it is systematic and standardized. It is particularly suitable for improving the theoretical cultivation of business managers.

3. Short-term training. Short-term, thematic training organized by enterprises requires enterprise managers to participate in order to improve their abilities and skills in a certain aspect. For example, special training in marketing training, financial training, decision-making ability training, specific management tools, etc. Short-term training is very targeted and is an effective way to "recharge" in a timely manner.

4. Support and consolidation after education. After managers have been trained and educated, they return to actual work. Due to the lack of corresponding environment and other management support in the enterprise, managers cannot put what they have learned into practice and unknowingly return to the situation before education. The level of management cannot really be improved. In order to avoid this phenomenon, enterprises must do two things well: First, the training and education of enterprise managers must be targeted and organically integrated with the enterprise's development plan; second, enterprise managers must provide space for displaying their management talents.

5. Business managers should cultivate themselves. Corporate training and education is not a panacea. Most of the learning and improvement of basic qualities, basic business and other aspects have to be done by oneself. The ancients' ideal of "cultivating one's self, managing one's family, governing the country, and bringing peace to the world" must first begin with self-cultivation, and finally bring peace to the world. In terms of improving personal quality, business managers must also start with self-cultivation and conduct themselves, constantly strengthen moral and business accomplishments, establish a "life-long learning" perspective, and constantly improve their own quality.

2. Key points for improving the quality of enterprise managers

Enterprises are an important subject for improving the quality of enterprise managers, but the quality training and education of enterprise managers is a complex and systematic Engineering, to do these tasks well, enterprises must grasp the following key points:

1. Establish an effective evaluation mechanism and evaluation method. The premise of effective education is to teach students in accordance with their aptitude. First of all, it is necessary to conduct a correct and effective evaluation of business managers. Knowing the current situation of the quality of business managers and clarifying the company's current and future requirements for the quality of business managers, we can evaluate the quality of business managers. Education is targeted and targeted. Some large enterprises have established human resources evaluation centers, which is also an exploration of evaluation methods.

2. The establishment of corporate training institutions. The advantage of internal training institutions is their familiarity and understanding of the enterprise, which is helpful to improve the effectiveness of corporate training. In this regard, corporate universities of McDonald's, IBM, Haier and other enterprises are relatively successful cases. Due to the limited power of enterprises, the establishment of internal training institutions must integrate external resources and cooperate with corresponding universities and training institutions.

3. Combining training with management practice.

4. Establish a learning organization and form a long-term mechanism.