Teacher Li of Qin Ge Education said: Indicators are not equal to goals, and completing tasks is not equal to achieving goals!

In terms of actual effect, the words "simplicity, accumulation, replication and innovation" are very important, while "simplicity" is the first and the road is simple. In reality, it is often these simplest truths that many people can't do. "enterprise management 123" means that enterprise management should focus on one goal, two grasping points (planning and assessment) and three aspects (task, team and system).

First of all, indicators are not equal to goals.

As a business owner, we must first understand what the enterprise's goals are, and the goals must be systematic, structured, concrete and spatio-temporal, and strive to digitize key indicators, from company goals, departmental goals, post goals to personal goals.

? In other words, the goal should be specific and should be broken down into various departments and even everyone. It must also be pointed out that the formulation of goals must first be from top to bottom, not from bottom to top, and finally, of course, there is a balanced and coordinated process from top to bottom. Now many enterprises do the opposite: send a notice and everyone will report it. What's the plan for next year? Then statistical summary, that is, simple addition, has become the overall goal of the company.

? When setting goals, we must first have a general judgment on the external situation. It is necessary to judge the situation of the industry and the whole economy and give due consideration to the social and political situation; Only in this way can we have a clear judgment and basic grasp of ourselves. This work must be done by the decision-making level, and no one can replace it.

? The setting of goals is also skillful. The goal is not just "30%", it is an indicator rather than a goal. Many enterprises mistake indicators as targets, which is a generalization, or that the trees can't see the forest.

? Our goal is: When and where should your enterprise appear? For the connotation of the goal, there are three sentences that are crucial:

The first sentence: What will the company (department) do next year? This should be a very general conceptual description;

Second sentence: What measures are there? There should be a brief index system setting;

The third sentence: When will this goal be completed? Let's make it clear that the target is distributed in time and space.

Only in this way can we form a complete goal, not a simple indicator.

? In addition, goals are not set according to history. Many companies always talk about the percentage increase, the increase and the increase on the basis of last year. We require that the goal be future-oriented and formulated according to our mission and our judgment on the external environment and internal resources. All these should start from the decision-making level, and then be decomposed layer by layer, and do the following work around the above goals; Then feedback from bottom to top, considering some resource constraints.

Second, completing the task does not mean reaching the goal.

? So, how do we use two grasping hands to achieve our goal? I think planning and evaluation are two keys to achieving the goal.

? The first is to grasp the plan, which is also a system. It should be noted that planning refers to the method of achieving the goal, not the decomposition of the goal. The plan is to find a way around the goal, so the superior goal is uncertain, and there is no way to find a way below.

? For example, the company has now set a goal to explain what to do in 2008 from the company level. This is his plan and strategy. Then, they plan who will do what, and the task comes. There is a plan above, and this plan has become their goal below.

? For this goal, the specific requirements and indicators are given above; The superior not only examines whether the subordinate has completed the task, but also pays more attention to whether the goal has been achieved. Completing the task and achieving the goal are two different things: one is whether to do it or not, and achieving the goal refers to whether the result and effect of doing so meet the pre-set goal requirements. Planning must aim at this goal, and planning is the method. The further systematization and refinement of the plan will eventually constitute the task and action plan.

? Completing the task is a subjective act, and achieving the goal is an objective result. In an enterprise, the decision-making level is to make decisions, the management is to find ways, and the employees are to go all out to implement them. When the chairman makes a decision, the general manager and department manager must focus on finding ways, rather than simply breaking down tasks and giving orders. The management can no longer tell the people below that you have to find a way, let alone that I can't.

? However, in many enterprises, every cadre only knows how to be a leader, and only gives goals without methods, so that employees can think of their own methods, which will inevitably lead to confusion and inefficiency. Managers can't just give tasks without methods. Even if you can't give specific methods, at least give guidance and suggestions at the method level.

? Plan every year, month, week or even every day, so that everyone knows what to do. Suppose enterprise management is a container: first, we must tighten imports, which is a plan; Then tighten at the exit, this is performance, and the end point is assessment. In this way, the middle expands and forms strength. However, many enterprises have not done a good job in planning and assessment, and have become "communicators" of openness. How can they be productive?

Some people may think that everything goes according to plan. Isn't that a planned economy? Nowadays, in the market economy, many people think that planning is not important. The essence of market economy is to make plans for enterprises, and enterprise microeconomics is to make plans according to the market.

? For example, our dealers should have an order plan every month, and I want to check the accuracy and consistency of your plan. The original plan of planned economy was self-portrait, but now the plan of market economy comes from the market demand.

? Therefore, there is still an order to make plans: first, the whole company does it, second, the marketing department does it, and then other relevant departments cooperate. Everything must be done backwards from the market, otherwise it will be offside or split.

? Once the scheme is determined, it is necessary to conduct performance evaluation. The goal is to solve what to do, the plan is to solve how to do it, and what kind of problems to solve in performance. Management becomes what people do with what methods.

? Performance evaluation should pay attention to two points: first, people's behavior, attitude and ability, the most fundamental thing is the result of doing things, and the consistency between what they do and the plan. We say that evaluation is the result of evaluating things. These two results constitute his income and work arrangement for the next year; Whether it is promotion or dismissal, there should be rules to follow.

Third, the division of labor cannot form an "island" of management.

So with planning and evaluation, what else should the management of the enterprise do? To achieve the goal, the first thing is to complete the task.

? How is the task given? This is what we call annual goal decomposition, which is divided into quarterly, monthly or even weekly tasks.

? Managers should tell their subordinates what to do this week, mainly important and unconventional things; Because the routine work has already been agreed, and it is subject to the job description, so there is no need to say it again. Managers should reach out to everyone in the form of task books. We must finish the task and achieve the goal. At the same time, it should be noted that if the goal changes, the task will change, and the method will naturally change.

? To accomplish tasks and achieve goals, the most important thing is to rely on the team. With the task, it is to form a team. At present, many managers only know how to complete the task, without training the team; They don't point out the shortcomings of their subordinates, nor do they give them methods. At best, they just criticize and curse. This kind of manager is too easy to do.

? Managers should think about what kind of team we need. Can we ensure that our goal is achieved? Many people are eager for quick success, regardless of people's problems. Leading a team is not an abstract area, but requires subordinates to have strong ability, good attitude and high efficiency every day. This is all empty talk. Let's be specific about the team. What won't? What questions are not clear? If managers want them to make it clear, they must be targeted, and the monks in Zhang Er should not be confused.

? In addition, managers should formulate systems, including how to do things and arrange processes. Managers should start with the task of building a system: what to do? First, build an operating system: What do you want to do? What is the result? You should follow employees while they are at work. On this basis, make a behavior system, which mainly refers to how you should operate.

? Then do the process system: what is the relationship between your position and other positions? Division of labor and cooperation are two basic management activities and they are inseparable. But in reality, many enterprises often only emphasize the division of labor, without grasping the cooperation in place, or even at all. As a result, all departments are "isolated islands", which makes the management efficiency lower and lower.