Personal suggestions for rationalizing company management

Personal suggestions for company management Part 1

Regarding how to make a company bigger and stronger, I think the company leaders have certain plans and decisions for the company's future development. It has been four years since I came to the company. My understanding of the company is limited to work practice. If I want to make suggestions, I can only do what I do best. I hope you can forgive me if I find anything inappropriate.

1. The company should take seriously the suggestions made by any employee and organize relevant personnel to evaluate the rationality of the suggestions. All rational suggestions that can be implemented must be implemented by the corresponding department.

2. Corporate leaders should establish a harmonious exchange and communication mechanism with employees at all levels, and communicate the feelings from above to the bottom. Enterprises should encourage employees to dare to speak the truth and dare to speak the truth, and encourage employees to dare to express their different opinions. Enterprises must create a harmonious relationship between superiors and subordinates. The leaders of the enterprise must let every employee understand and understand the focus of the current work. The leaders must also be courteous and considerate of the people's sentiments. If company leaders and employees at all levels have the same ideas, the company will have a solid foundation and the company will become stronger.

3. Leaders should strengthen their understanding of the work content of employees. Every job requires a certain amount of time, especially if it is highly technical and professional, it will take longer. Don't rush for results after the leader arranges the work, and don't underestimate the work of employees, otherwise the results will be unsatisfactory.

4. Regarding decision-making, enterprises should establish a management consultation mechanism. Especially for major matters related to enterprise development, they should listen to the opinions of the public, brainstorm, and demonstrate the rationality of decisions from multiple angles. A person's ability is limited, and no matter how experienced people are, sometimes they may not think things through. As the saying goes, "A wise man will make a mistake after a thousand considerations." What's more, we are not wise men yet. As a leader, we should pay more attention to collective wisdom, especially those on the front line, who have first-hand information and can make reasonable suggestions for decision-making.

5. Company leaders should delegate authority to managers to improve their management capabilities. Power is a tool for governance. To appoint a person as a leading cadre, he must have the corresponding power and ability. A manager without power is not a real manager, and work efficiency will never be improved.

6. The company should promptly define the work scope of each department and the job responsibilities of employees more clearly, just like the demarcation of borders between two countries. If the definition is not clear, war will break out. The work tasks that are responsible for that department should be responsible for them to the end. Of course, some tasks can be done by other departments in order to save costs.

Various departments can help each other, but they must distinguish between you and me. Whose job should be done should be done. If it is not done well, it is a matter of ability and level. Otherwise, we will still be stuck in a situation of unclear responsibilities and chaotic management. If all departments reduce errors to a minimum, the final product will be able to meet expectations.

7. Leaders should arrange work based on departments or groups and differentiate by positions. They must not make arbitrary arrangements without being able to see who is arresting whom. It is clearly Zhang San's responsibility to let Li Si do it. This is a taboo in management. Any position has its requirements. Those who meet the requirements will be promoted, and those who do not meet the requirements will be dismissed. Knowing that Zhang San is not suitable for this position, he just put him in this position, so that he can stay in his position without seeking political power. , that is a problem with the company’s employment methods. If you do more, you won't get much, and if you do less, you won't get much. If everyone eats from the "big pot", management will never improve.

8. The company should speed up the construction of management system. Since I came to this company, I have had objections to the company's management system. I expressed my opinion at the beginning of 2006, but at that time I just said it casually and no one took it seriously. Now, the leader has put me in this position, and I have to be responsible for my own work. Our company's management system has the following shortcomings:

1. The number of systems is too small. As an enterprise with a certain scale, it is impossible to cover all work contents without hundreds of management systems. Our system is not even one-third in size, and there are very few systems established in accordance with the law.

The cultural industry is a highly professional industry. There are many relevant laws, regulations and standards that restrict its activities. The competent authorities also require the establishment of relevant management systems, but we have not done enough in this regard.

2. The direction is putting the cart before the horse. The system is a kind of descendant, a legal standard for superiors to restrain subordinates. Since it is called "company management system", a company-level management system should be established. Our management system needs to be formulated at the department level, which is obviously a "directional error" at present. The company system can be implemented in the whole company, but the department system can only be implemented in its own department. Department systems must be formulated based on company systems and must have a primary and secondary relationship.

3. The form is patchwork. The system is the system, and job responsibilities are two different things. Don’t confuse the concepts. Job responsibilities belong to the category of human resources management and performance appraisal. They are the content that should be included in the "Job Description" and must not be added to the system.

4. Before the system is formulated, company leaders must come up with formulation opinions or plans, especially in terms of quantitative content, which

needs to be determined by the leadership. For example: the company's original painting department can be cleaned once a month, or twice a month, but the exact number of times must be determined according to the leadership's intention, so that the execution can be more in line with the leadership's requirements. Otherwise, if it is not recognized, implementation difficulties will arise.

5. In the process of formulating the system, the work of each position should be identified, comprehensive consideration should be given, and corresponding systems should be formulated, and efforts should be made to ensure that the system covers all work content. After the system is drafted, it should be reviewed and approved by the company's supervisor.

6. Once the system is formulated, everyone in the company, including leaders, must learn and master the system and strictly implement it. But in this regard, our company is not good enough. If a system is established and leaders do not take responsibility and set an example, employees will naturally operate in violation of the rules. The system that we worked so hard to formulate has become a piece of waste paper, and management has returned to chaos.

9. The company should seriously consider the construction of human resources. Human resources includes eight sections, including job analysis, human resource planning, employee recruitment and selection, labor relations, performance appraisal, salary and benefits, employee incentives, talent training and development, all of which are indispensable. If the company still maintains the current fragmented management model, I suggest canceling the ineffective performance appraisal and focusing more time on existing work.

10. Companies should pay attention to talent development and talent protection. The competition among enterprises is the competition of talents. Without people, there will be no wealth. We always emphasize "people-oriented" and value talents, but judging from the company's brain drain rate in recent years, our management still remains on the slogan. For example: Excellent original animators are the talents we need, but we do not protect and utilize them well. Originally, excellent original paintings could be completed for more than 300 seconds per month, but in reality they were only completed for about 150 seconds, but they did not devote all their energy.

11. If the pre-production department is still responsible for these tasks in 20xx, I suggest that the company add new people to the pre-production department to draw storyboards independently to enhance the early-stage strength. Outsourcing cannot stably guarantee that the company will have enough workload. 12. It is recommended that the company organize managers to conduct inspections in large enterprises in 20xx, extensively learn advanced management models, and develop new ideas for the development of enterprises. Personal Suggestions on Company Management Part 2

Below are some simple ideas of mine, which may not be mature enough and are also somewhat one-sided and subjective.

First let’s talk about state-owned large and medium-sized enterprises. These enterprises started early and are state-owned, so generally the human resources departments are relatively complete. However, we all know that when working in state-owned enterprises, the chances of promotion are also relatively slim, because The perfect human resources management system of state-owned enterprises provides great benefits to senior employees, but it also restricts those employees who work at the grassroots level all year round.

Many companies claim that they attach great importance to talents and human resources departments. I also know that what college graduates today pay attention to during the job search process is what kind of attention the company will provide them. (The emphasis here includes salary and benefits, development space, etc.), but how many graduates choose to leave the company they used to work in a short time after joining the company? Especially graduates engaged in human resources-related work, Now I haven't really been exposed to related work for a long time, so I may not understand why so many seniors change jobs. I think part of the reason is personal problems, and part of the reason is that the various conditions provided by the human resources department are far from their original naive ideas.

The above is just my personal opinion. Please forgive me for any offense and personal subjectivity!

Personal analysis of the development trend of corporate human resources management

Speaking of? Personal analysis, I think even if it is analyzed, it will only be similar to what is written in books and the Internet, because after all, the knowledge I have learned from books now is far more than the experience I have accumulated in practice. Then we can only follow the script!

1. Changes in the concept of human resources management

? Without satisfied employees, there will be no satisfied customers?, has become a foreign enterprise World knowledge. Looking at the cultural systems of long-term successful foreign companies, it is not difficult to find that no matter what language or mode of expression they use, these companies regard employees as the most valuable asset of the company and regard "people-oriented" as the core management philosophy of the company; when inspecting these companies It is not difficult to find that these companies have abandoned the model based on supervision and control and turned to a model based on leadership and motivation.

These changes ultimately stem from changes in the concept of human resources management, that is, employees are no longer regarded as "people who avoid work and like to be lazy", but are regarded as "people who are willing to take responsibility and can direct themselves" With controlling people?. Changes in human resource management concepts are actually reflections on traditional assumptions about human nature. They are the result of advances in behavioral science and changes in the social environment, as well as the emergence of knowledge workers and customer-oriented companies.

There is no doubt that respect, understanding, trust and care for employees will become important "genes" for future corporate success.

2. Changes in the understanding of human resource management

As the contribution of knowledge to enterprises continues to increase, human resource management has received more and more attention, and has begun to change from maintaining The auxiliary transactional level has risen to the strategic level of obtaining competitive advantage, and "strategic human resource management" has moved from theory to reality on a larger scale and to a greater extent. Human resources management is increasingly becoming a matter that is closely related to managers at all levels of the enterprise (including line managers at all levels and even CEOs), and is no longer just a matter for the human resources department; the human resources department has also moved from the backstage to the front office, no longer He is just an executor of the corporate development strategy, but plays a role in participating in or even leading the decision-making process of the corporate strategy.

For example, Cisco in the United States requires human resource management experts to participate in every merger and acquisition to conduct a comprehensive inspection and evaluation of the human resources status of the merger and acquisition target. More than once, only The acquisition was shelved because the target was incompatible with Cisco's corporate culture and the workforce was difficult to integrate. As Cisco President Chambers said: "Rather than acquiring companies, we are acquiring talents."

3. Changes in the orientation of human resource management

How can strategic human resource management be truly implemented? Influenced by the theory of total quality management and process reengineering, the American business community Proposed a new concept of "Customer Orientation of Human Resources Management".

In some more advanced American companies, senior human resources managers have begun to regard the human resources management department as a strategic business unit (USB), and try to use their customer base, customer needs, and technology to meet customer needs based on their customer base, customer needs, and technology to meet customer needs. Define business content.

IV. Changes in Human Resources Management Ideas

At present, advanced foreign companies consider human resources management as a long-term systematic project, starting from the recruitment of employees. From screening, recruitment to leaving the company, all aspects of the process attach great importance to mutual connection and matching; before promulgating every policy or adopting every strategy, we must consider whether it is conducive to the realization of the company's strategic goals and the improvement of employee work efficiency.

5. Changes in the focus of human resource management

Rapid changes in technology and the expansion of the knowledge workforce have shifted the focus of human resource management from the original emphasis on availability to development. has emphasized that establishing a human resources management system centered on core competencies has become a trend. More and more companies realize that organizational learning is the main way for human resource management organizations to continuously improve and maintain environmental adaptability, and begin to devote themselves to the construction of learning organizations and strengthen the management of knowledge, the effectiveness of organizational learning and the utilization of knowledge. Contribution rate has become an important criterion for measuring human resources performance

. At the same time, career design and succession planning have also become indispensable management tools for companies to retain core employees.

VI. Changes in human resources management methods

Since the 1980s, faced with the reality that employee loyalty has generally declined but their contribution to corporate development has continued to rise, human resources Resource management has also moved from conventional management to innovative management, and innovations in management methods are endless. In terms of incentives alone, not only has there been a shift from a salary system based on positions and positions to a salary system based on performance, skills and competencies, but also for the sustainable development of the enterprise and to meet the development needs of employees, there has also been a shift Long-term incentives such as deferred income, stock options, and profit sharing, as well as more personalized spiritual incentives such as enriched work content, participatory management, and flexible working hours.

7. Changes in the scope of human resources management

Traditional human resources management is mainly limited to the management of employees’ behavior in the enterprise and during working hours; while modern human resources Management has begun to take into account all factors that affect employee performance, greatly expanding the scope of human resources management. Paying attention to the quality of family life and work life, and paying attention to the balance between family and career are considered to be a modern management concept that is more in line with human nature and more conducive to improving employee dedication. It is also found in employee incentive programs and career design. fully reflected.

8. Changes in the field of human resources management

Economic globalization has made the global market more and more closely connected. On the one hand, multinational companies and even global enterprises have become the dominant players in the world economy. On the other hand, strategic alliances and virtual organizations have become important new organizational forms. Correspondingly, the boundaries of human resource management have also changed from clear to blurred, from closed to open. International human resource management and flexible organizational human resource management have become new areas of human resource management. Breaking through the corporate and geographical boundaries in traditional consciousness, cultivating global concepts and teamwork spirit, and implementing effective cross-cultural training and management will become challenges that enterprise human resources management in the ZI century must face.

9. Changes in the capabilities of human resource management personnel

The emergence of the value of human resources and the improvement of its status have made human resource management a decisive content in enterprise management. Human resource managers themselves have also put forward higher competency requirements. The human resources management group in modern enterprises should assume four roles at the same time, namely, strategic planning participants and implementation managers, and personnel and administrative management experts.

The guide and supporter of the company's employee development, and the advocate and spokesperson of organizational development and change.

The above are the future development trends of human resource management in enterprises that I have collected from books and the Internet. I think these analyzes should be more authoritative and specific. Personal suggestions for company management Part 3

1. Divide Shenzhen into three districts, assign a person in charge to each district, and allocate construction sites according to districts. Try to make the distribution even and reasonable, so as to save the number of supervision personnel. expenses, and also improves the real-time work efficiency of supervision. The person in charge of each district is equipped with a digital camera, which is paid in advance by the head office and later deducted from the fine.

2. Each district is limited to 2-3 people. Supervisors usually conduct individual inspections and conduct collective inspections twice a week to effectively rectify key and difficult construction sites. During a collective inspection, one person is responsible for taking photos, and another person is responsible for issuing fines and notifying the project manager on site. It is recommended that 40% of the fine be turned over to the head office as a year-end reward, 30% of the fine be used for quarterly rewards for project managers and supervisors, 20% of the fine be used for the activity funds of the engineering department, and 10% of the fine be used for personal rewards. Four wins, with clear rewards and penalties, not only boosted the enthusiasm of new project managers and supervisors, but also raised funds for the company's year-end activities.

3. At each regular meeting, the person in charge of each district will announce the amount and list of fines in the district, play photos of illegal construction, and make detailed registrations to check whether the project manager commits the crime again. Similar errors. If the employee is notified three times in a quarter, he or she will be dismissed. This serves as a warning to other project managers.

4. Praise the project managers who have managed well every quarter, show photos during regular meetings, and record the amount and time of the reward so that you can observe whether the project manager has declined in future work. And bring project managers with poor management skills to the construction sites of excellent project managers to visit and learn.

5. The person in charge of each district shall keep statistics and record the number of return orders and applied model houses of the project managers every week, and report the project managers with good performance for rewards.

6. At each regular meeting, the person in charge of each district will make a summary speech on the work of each district, and recommend their respective outstanding project managers to introduce their management experience, so as to facilitate everyone's communication and common progress.

7. The supervisor must submit a work report every week, track the poor and good project managers in the district, and talk to relevant personnel to help them improve.

8. Transfer the supervision of the designer to the engineering department. The supervisor will conduct random checks on the drawings and quotations. If any routine errors are found, they will be reported to the engineering department manager and the designer will be punished. The owner's payment is tracked by the designer and supervised by the supervisor. If the owner refuses to pay the project payment without justifiable reasons, the supervisor will supervise the designer to write a reminder notice and stop work on the problem site in a timely manner to control further expansion of losses.

9. Hand over the supervision of the material store to the engineering department. The supervisor will track the quality of materials used on the construction site. If the construction schedule is affected due to materials delivered by the material store, the supervisor will report it to the engineering department and impose penalties on the material store.

10. The supervisor has the right to punish the project manager, material store, and designer. If each unit is dissatisfied with the punishment, it can be reported to the customer service department for review. If the customer service department specialist confirms that the problem is true, , the relevant responsible persons should be punished double.

11. The supervisors of each district assign project managers to carry out construction at the construction sites in each district. If the project payment is not recovered due to project quality problems, the supervisors shall bear joint and several liability.

12. Supervisors will hold a weekly meeting to exchange their work experience, collect and organize new processes and new materials, and submit them to the engineering department for approval before implementation.

13. Supervisors should take advantage of their work to visit and learn from the construction sites of other decoration companies. When they see the construction team, they should report it to the engineering department for registration. The engineering department manager is responsible for contacting and recruiting, so as to provide the company's services. Further develop reserve talents.

14. The supervisor should strictly investigate the project manager's speculation behavior. Once discovered, the company will immediately fire the company and confiscate all funds and commissions, in order to improve the project manager's sense of responsibility for the existing work.

15. The customer service department has two specialists who are responsible for conducting investigations at customers’ homes, collecting factual evidence, and tracking and handling major issues. The handling of related issues is registered and archived for the purpose of training and learning for new employees.

16. Management fees should be clearly divided, specifically divided into 1.5% supervision fee and 1.5% management fee. Each is responsible for the collection of related expenses

17. The company must strictly control work attitude. Employees should not regard doing their job well as giving face to someone. They should not just have a good work attitude when it comes to friends and leaders. They should not show off or deliberately delay when meeting ordinary employees. There should be a dedicated reporting system for the general manager. The mailbox will be tracked by the general manager, and relevant personnel will be investigated and punished.

18. Sort out the company's management status and divide each responsibility among people. Middle-level cadres and employees of the head office must play a practical role. They cannot rack their brains every day to find some achievements to please the senior leaders. We cannot let the project manager have to worship a Bodhisattva to go through a temple when he goes to the head office for work.