Which is more important, the president or the CEO?

Classification: Business/Financial Management >> Venture Capital Investment

Problem description:

Which is more important, the president or the CEO?

Analysis:

? When the president of an enterprise is asked what is the most important and intractable problem facing the enterprise, the answer is usually "people's problem". For example: lack of core talents, low staff morale, brain drain, unsmooth cooperation between departments, lack of effective staff evaluation mechanism, etc. When asked how to solve these problems, the president usually complains about the poor work of the human resources department and asks him if he can recommend a qualified human resources director or manager. Is this really a problem?

After in-depth analysis, Zuoyou Human Resources Consulting Company found that the crux of the "human problem" mentioned by the president is often not in the human resources department or the managers of the business department. The real root of the problem lies in the president's failure to shoulder his due human resources responsibilities. These responsibilities are:

Positioning organizational ideals. What is the reason for the existence of enterprises? As social individuals, what are the social responsibilities that enterprises should and want to undertake? These fundamental orientations are the fundamental driving force for the long-term development and existence of any organization. Most enterprises in our country are not clear in this respect, and the ambiguity of the nature of such enterprises will inevitably lead to the uncertainty and even the wrong direction of many human resources problems.

Establish a leadership team. Establishing a strong leadership team is the primary problem for most enterprises. Forming a forward-looking and cohesive leadership team is the basis for the survival and development of enterprises. Constantly establishing and maintaining the core talent team is the core to ensure the sustainable competitive advantage of enterprises in the future.

Determine the direction of human resources. On the one hand, various human resources systems involve the personal interests of each employee, on the other hand, they represent the value orientation of the company. The human resources department has designed many reform plans, such as recruiting outstanding graduates, strengthening performance appraisal, and implementing compulsory elimination. For these policies, the president should grasp the direction: why should this system or measure be implemented? What values should we recruit? Never fall into the technical trap of human resources and invest in human resources technology that should not be involved. For example, some enterprises need a lot of participation from the president to conduct job evaluation. It leads the president to spend a lot of time to understand the evaluation system and methods, which leads everyone to ignore what kind of value orientation is really conveyed through this human resource technology.

Manage and cultivate yourself. For enterprises, the most important human resource is the president himself. The basic concept of human resources also applies to the president himself, so the president must always pay attention to his growth and adjustment. Keeping an open mind, broad mind and perseverance are the keys for the president to manage himself well.

It is concluded that the president's human resources role is: the driving force of cultural construction, the builder of leading team, the master of human resources policy orientation and self-manager.

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Chief Executive Officer is the product of American corporate governance reform and innovation in 1960s.

With the change of the market, the speed of decision-making and the intensity of implementation are more important than ever. The traditional company system of "the board of directors makes decisions and the manager carries them out" has been difficult to meet the needs of decision-making. Moreover, the information transmission delay and communication obstacles between the decision-making layer and the executive layer, and the increase of decision-making cost have seriously affected the managers' major decisions on the enterprise.

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Quick response and implementation ability of policies. The first point to solve this problem is to give managers more power to make their own decisions, so that managers can fight for their own decisions and be responsible for their actions. CEO is the product of this change. In a sense, CEO represents the transition of some decision-making power from the original board of directors to the management.

The CEO and the general manager are both the "top leaders" of the enterprise in form, and the CEO is both the CEO and the spokesperson of shareholders' rights and interests-in most cases, the CEO appears as a member of the board of directors, and the general manager is not necessarily a member of the board of directors. In this sense, the CEO represents the enterprise and is responsible for its operation.

Because there is no similar supervisor abroad and constraints from all directions, the authority of CEO is more absolute than that of domestic general manager, but they will never get involved in the specific affairs of the company as much as the general manager. After the CEO makes the overall decision, the specific execution will be decentralized. So some people say that CEO is like 50% chairman and 50% general manager in China.

Generally speaking, the CEO's main responsibilities are in three aspects: ① making decisions on all major affairs and personnel appointment and removal of the company, and delegating power to specific supervisors after making decisions, with less specific intervention by the CEO; ② Create a corporate culture that encourages employees to be willing to serve the company; (3) Promote the overall image of the company.