How to manage small private enterprises well

Encyclopedia of management methods for small private enterprises;

There is a saying that "big companies rely on culture and small companies rely on management". If you are a commercial enterprise, you can only manage and don't know how to manage it. Even if you earn more money, you will lose money sooner or later. We will discuss how to manage a small and medium-sized enterprise well from five aspects: talent assessment, reward and punishment system, how to decentralize, cost assessment and how to motivate the sales team.

Talent evaluation

As we all know, for talent management, there is a saying that "the capable go up, the mediocre go down, and the mediocre go down." If we subdivide talents, we can divide them into five kinds: star, thin dog, wild dog, white rabbit and cow.

1. star. This kind of employees have strong personal ability (the core symbol is outstanding performance) and high recognition of values. For star employees, we should not only tilt resources at work, provide support, give generously in material, provide treatment, commend in spirit and promote in time, but also follow their example and set an example in the company.

2. thin dog. This kind of employees have weak personal ability (the core sign is poor performance) and low value recognition. For thin dog employees, the policy to be adopted is: dismissal. There are no idle people in the company. If a team can't get rid of thin dog employees at any time, the company will go downhill more and more.

3. Wild dogs. This kind of employees have strong personal ability, but their value recognition is extremely low. The characteristics of wild dog employees come from the arrogant nature in character. If employees with such signs can't improve their value recognition and become star employees, it will bring negative energy to the team. In the long run, it will weaken the prestige of management and system, and form incalculable future trouble. For him personally, it is also very likely to embark on the road of violating regulations or even breaking the law. Therefore, for the company, no matter how much his personal performance contribution is, such employees are not needed.

4. White rabbit. This kind of employees have weak personal ability, but good work attitude. White rabbits are often unbearable or helpless. If it is not handled well, it will easily arouse general sympathy, thus forming the concept of "managers lack human feelings" among most people. However, if you don't care, the little white rabbit will grow into a big white rabbit, and the company's performance will gradually decline. Therefore, what we do to the little white rabbit is to transfer her post after finding the employee, such as transferring her from the original sales department to the customer service department. If she changes jobs, she is still incompetent.

5. cattle. This kind of employees' abilities and attitudes are average, and they are the largest types of employees in various companies. The biggest feature of cattle employees is to follow suit. When a team is dominated by star employees, stars will become the growth direction of cattle; On the contrary, when wild dogs become the norm in a team, they will follow the example of wild dogs.

So our conclusion is: in the company, commend and promote stars, let them have a positive impact on the development of cattle, kill wild dogs and thin dogs, and finally arrange rabbits reasonably.

Reward and punishment system

On the issue of rewards and punishments, employees at different levels should be treated differently: if your subordinates are a group of grassroots employees, you should not only punish them, but also punish them clearly. However, when you are in a senior management position, as a general manager, and your subordinates are a group of department managers, the effect of fines is actually the worst.

It's like when you made a mistake as a child, your father may hit you in public, but when you grow up, your father won't, because your role and identity are different. If your father still treats you like a child, you will never be a man again.

The same is true for managers. His honor and fault are not his personal business, but belong to the whole collective. If you scold your department manager in front of all employees in the company today and embarrass him, he may resign the next day.

Kōnosuke Matsushita has a code of conduct: only scold your manager in your own office, and be very respectful when you leave the office. In front of his employees, he should also maintain his authority, encourage him and make employees proud of him. Otherwise, no one will listen to him when he assigns work in the future.

How to decentralize

When the company grows bigger, the boss's ability is always limited. If the company doesn't know how to delegate power, the boss will die and the company can't do much. But how to disperse is another technical activity.

Decentralization is never done once and for all. Andy grove, the boss of Intel, once said in the first class for managers: "Decentralization without a complete supervision plan is tantamount to dereliction of duty! Supervising the whole scattered case is the only way to ensure satisfactory results. Supervision is not interference, but inspection from time to time to ensure that activities are carried out as expected. It is necessary to report to the superior supervisor regularly, that is, the person who entrusted the project to them at the beginning! "

Cost evaluation

For the daily operation of the company, the cost can be divided into two types. One is strategic cost, which can create profits for the company, such as product packaging cost, advertising cost and even high-grade uniforms for employees. Because this money is directly proportional to the profit, the more you spend, the more you earn, so this money can't be saved. Another non-strategic cost is the expense that can't create profit, such as office printing. It is necessary to stipulate to employees that printing paper must be used on both sides, and it is a waste of company resources to use only one side; Salespeople go out to run business and take a taxi. If you have a taxi from 1.8 yuan, you'd better not take a taxi from 2.6 yuan 1 km.

Controlling costs is very important for a company, especially in some labor-intensive industries, where profits are squeezed out bit by bit. For example, the average profit rate of your industry is 10%, assuming that your company's current monthly flow is10 million yuan, then the profit is10 million yuan. There are two ways to double the company's profits and earn 200,000 yuan: one is to double the performance and turn the monthly flow into 2 million. Anyone who has done business knows that this is very difficult. Another way is to reduce the total operating costs, including reducing commodity prices with suppliers, cutting off non-strategic costs in operation and launching an economy competition within the company. This is 6.5438+0 million yuan. If you save 6.5438+0 million yuan, plus the original profit of 6.5438+0 million yuan, your profit is 200,000 yuan, and you take your profit. When the profit of other enterprises in the same industry is 10%, you can reach 20%! In the long run, you must be the one who laughs last!

About incentive

Anyone who has played online games knows that many online games have a "BOSS-RUN" system, that is, in the game, you will repeatedly hit a BOSS, and every time you kill it, you will have a certain chance to expose your good equipment, often once every 10-20 minutes. In order to get a good equipment, many people often brush it repeatedly and will not get bored.

Why? It is precisely because this mechanism will give you hope that you will feel that every time is a new beginning, a new opportunity and a new possibility. It doesn't matter if you don't type what you want this time. Just stick to it for ten minutes, and it may come out next time! This is the magic of "let's start, one more game"!

Why shouldn't we use such a good mechanism in the management of the company? For example, a "golden egg" and "silver egg" reward mechanism is set up for the company's sales team. The salesman who ranks first in daily sales can get a cash reward of 100 yuan (golden egg), and the second one can get a cash reward of 50 yuan (silver egg).

The advantages of this are: each salesman; Every day, I will fight for the first place like chicken blood, because everyone has equal opportunities. As long as we work hard, everyone has a chance to be rewarded. And no one will care about their ranking yesterday, but treat every day as a new beginning and every day is a new hope.

Why is this happening? Some scientists have studied that the human brain is divided into two parts: the rational brain and the primary brain. The rational brain is in charge of advanced thinking such as human reasoning and planning; The desires, simple decisions and other primitive instincts of the primary brain.

For example, if you tell an employee that you want to give him a raise and make him a supervisor one year later, he will think that this is a long-term plan, even a little out of reach, which means that you just wake up his rational brain and won't let him have the idea of acting immediately.

"Short-term motivation" makes the primary brain feel very exciting!

Therefore, the trick of "let's start and have another game" actually coincides with the thinking law of the brain. It can not only motivate individual salesmen, but also motivate the amoeba team. When you turn the office into an arena, everyone will go all out for the goal. In the case that every employee in the company goes all out and strives for the first place every day, the overall performance of your company will also reach a new level.

Article 1: rush the business first, then organize?

It is most important for private enterprises to get up first in business. It will be a bad thing to pay attention to organizational management as a whole without business thinking and business operation. Organization and management are actually business-driven, so don't get this order wrong.

There is an entrepreneur in Shenzhen, whose brand is very famous and his business is doing well. At one time, did a real private entrepreneur have a complete plan in advance? Can you think so thoroughly and do so perfectly? Do you really want to do something? Let's go first! He said that in the face of market competition and real situation, private enterprises do not believe that private entrepreneurs have really completed organizational construction according to the principles of histology. In the final analysis, it is to do it first, then face the problem after doing it, then set foot on the journey after handling it, and then continue to face and solve bigger problems. After listening to this, I think this boss is very knowledgeable. Which real enterprise is not like this? The beginning is the most important thing.

Second: Does scale matter?

For private enterprises, scale is very important, tonnage determines status, and volume determines weight. If your company has no tonnage, it is difficult for you to have a position. Without a job, it is difficult to get a loan from a bank, and the interest rate is high. It is difficult to ask relatives and friends for help. You will find that being a real enterprise, small and beautiful, is often an illusion, and it is difficult to survive in reality.

Rule 3: Adjust your posture while running.

You must run with problems, adjust your posture during running, strengthen your physique during running, create a place in running, win the future in running and create your full life. To be a private enterprise in China, there is a future if you grow up; If there is no growth, the crisis is just around the corner. The profit rate can be low, but maintaining the growth of enterprises is the last word. Whenever there is room for growth, you are struggling to move forward.

Article 4: Leaders must change their roles in due course.

After growing up to a certain stage, management problems are highlighted. At this time, the leader must complete the role change in due course. How to turn? From grasping business to grasping management, from doing business to doing mechanism, from pondering products to pondering people, from operating customers to operating employees. The key to whether an enterprise can survive is the change of the role of the head. The sustainable development of most small and medium-sized enterprises is stuck in this problem, and the first person can't complete the role change without this awareness. This is the so-called management can't keep up.

I know that some private entrepreneurs have done a lot of business, even reaching the scale of tens of billions, and their roles have not yet turned to play the role of managers. He found it difficult to fight this battle forward because the team couldn't keep up, or even had no team. At this time, I will dig people and pay a high price to find talents. After the talent came, I found that I couldn't do it at all and was inefficient. I got it and left. In the final analysis, the role transformation has not been completed.

Article 5: management must be simple because of its ugliness, and perfection is forbidden.

For a long time, private enterprises can achieve effective management by returning to common sense. If we return to common sense and manage with humanity and common sense, we can do a good job in business. Knowledge without common sense often complicates management.

Of course, when enterprises develop to the top 500 scale, these words are untenable, and common sense can't control these companies. The business scale of most private enterprises is several hundred million or more, so the management should be simple. Systematic thinking and overall layout will eventually make enterprise management very complicated. Many employees' working hours are to meet your management requirements, not to really create value for customers and enterprises. This is very terrible. Employees have no sense of accomplishment, and wages are paid during working hours that are completely worthless.

Article 6: Two handbooks conquer the world.

Simplify the complicated management work into two things: one is to write and implement a management manual, and the other is to write and publicize a corporate culture handbook. Grasp the construction of rules and organizational systems on the one hand and the construction of corporate culture on the other. The first edition of the management manual can be only two pages, so don't make it so complicated. It is possible for an enterprise to write everything that the company has to manage on two pages of A4 paper, with a scale of tens of millions. The second edition may be 10 pages, and by the fifth and sixth editions, it may become a book. In the end, it will become a compilation of rules and regulations, which may be divided into middle and lower volumes. The same is true of corporate culture handbook. Therefore, the Management Manual and corporate culture handbook can be a whole book with four databases or two pages of A4 paper. In essence, enterprises need to evolve a set of rules, and then require everyone from the boss to the employees to abide by the rules.

Article 7: Two KPIs are the lifeline.

The management index is customer satisfaction and the management index is employee satisfaction. These two KPIs are the ultimate direction of enterprise ownership, and there is a causal chain in between. As long as it doesn't point to these two KPIs, there are problems in the system and culture. The two manuals must revolve around and run through these two lifelines. Why should such cultural requirements be stipulated, why should such system provisions be stipulated, and what contribution do these contents make to customer satisfaction and employee satisfaction? As long as there is no contribution, we must cancel it, and as long as there is contribution, we must persist.

The simpler management, the better. The simpler management, the better. We can't over-manage. There are two extremes in the management of private enterprises in China: one is too careless, so extensive that there is really no basic management; The other extreme is over-management, too detailed and too strict, the organization loses its vitality and the management cost is too high.

Article 8: Bodhisattva's heart, thunderbolt means

To be an enterprise, we should be kind-hearted, help all sentient beings, let customers get value and let employees get value, but at the same time, we should also handle historical issues neatly, without entanglement and nostalgia. When it's time to let go, dare to let go of important people. If there are root causes such as cultural disapproval, don't miss his talent, historical contribution and even face. Morally, we can make it clear about our interests, but we can't do things together if we move forward. The faster the team moves, the more disciplined it is to stay in formation. Business leaders should show absolute determination and tough attitude on this issue.

Article 9: modeling, entering the mold, optimizing the mold and washing the team.

Organizational construction is essentially a process of finding, attracting, selecting and shaping members with clear organizational mechanism and cultural requirements, and then filtering out unsuitable personnel and precipitating suitable personnel. In the final analysis, it is a "human" process.

Only when the current two manuals are clear and can stand the test of time, value and facts can such a process begin. The deep logic of recruitment is: the rules and culture of our company are like this. Are you fit to work here? It should be such a process, which is called selecting members. No one can fully meet the requirements. When you come in, you should infect him with culture, restrain him with discipline and shape him into your warrior. Every employee is a specimen of company culture and a conscious warrior of the company. Not everyone can adapt, and everything that can't adapt has been filtered out. When the right ones are settled and more and more people are settled, the organizational atmosphere is naturally formed. This is the process of "modeling, entering the mold, optimizing the mold and washing the team".

In this process, "patience is wisdom" and "slow is fast". You should not overestimate the influence of this kind of thing in two years, nor underestimate its influence in five years.

Article 10: Organizational growth has a sense of pace and rhythm.

A very important performance of the level of entrepreneurs is whether they can hear where the enterprise has gone. Have you heard the pace of organizational growth? If the pace is wrong, there will be problems in management and operation. If the footsteps are heard correctly, the management and operation rhythm of the enterprise will be well grasped. It doesn't matter even if the ability is similar. In the end, the whole career will be smoother.

It is very important to grasp the rhythm of organizational growth and career evolution. In the process of enterprise development, when should we grasp what and when should we release what? When should we hurry and when should we relax? When is it fierce and when is it wide? What should we move forward and put aside procrastination? And so on are very particular. It is an important embodiment of the leadership art of an organization leader.

Article 11: Try not to hire people with high salaries.

The shortage of talents is an eternal pain in the hearts of all private entrepreneurs in China, which is very troublesome if it is not solved for a long time. The shortage of talents has become a key bottleneck for the development of many enterprises. It is not that there is no business, no opportunities and no resources, but that people are incapable of doing it, and the result is either a mess or a waste of opportunities and resources.

The reality is that private entrepreneurs are often troubled by the shortage of talents, and they often dig people with high salaries when they are in a hurry. It is suggested not to do this as much as possible, and the breakthrough of talent bottleneck needs to be treated according to the norms of strategic layout. Today's talent shortage seriously restricts the development of your enterprise because there was no talent planning three or five years ago. Similarly, to solve the talent shortage in three to five years, we need to take action today. This problem can be solved not in a year or two, but in three, five, ten or eight years. In the end, you will find that you are not short of talents at all. But if we don't do it today, the problem of talent shortage will hardly change in five years, and the original team will not keep up.

Twelfth: in accordance with the direction of "six modernizations", gradually improve the management level.

That is, "mission strategization-strategic organization-organizational institutionalization-system process-process IT-IT ecology". When an enterprise develops to a certain stage, it is necessary to gradually improve its management level along the direction of "six modernizations". At this time, it is not a question of simplifying things because of poverty, but a systematic organizational rational construction.

Article 13: Take the listed company as the standard, manage by benchmarking, and fill the vacancy.

Listing is a set of legal standards about how to do business and find the direction of business development. Taking listed companies as the standard, benchmarking operation management is a good choice for choosing direction, operating, managing and training, and it is also a fool's way.

It can solve a series of major problems in the growth of enterprises around listing: 1) bosses get rich: the profit model is upgraded from product profit to capital appreciation; 2) Abolish the original sin and confirm the wealth: one-time redemption, from then on, the sun will shine, the body will relax, and the heart will be practical; 3) Standardization of corporate governance and management: enterprise operation is driven from individual to organization; 4) development direction and business structure optimization: industry selection, business structure rationalization, core competence identification, clear business model, clear growth plan and feasible IPO capital investment; 5) Talent demand: the talents in the industry are moved by the wind, the people are willing, the competitors are shaken, and the people are distracted; 6) Financial strength: competition for air superiority and capital; 7) Reputation and brand reputation: government, banks, customers and society. ...

Article 14: The top leaders of an enterprise should have a backbone.

At any stage of enterprise growth, there are many different views, opinions and disputes. In this regard, some need to be strongly advocated, some need to be clearly opposed, some need to be confused, some don't need to talk, some need to ignore, and some need to compromise (the so-called "deaf and blind, can't make decisions"), but no matter how to deal with it, we must be rational and have the backbone, be able to make up our minds and make clear our choices and the choices of the company.

If the top leader is not strong enough, it is difficult for this organization to develop. A truly ambitious entrepreneur, if he wants to do something, should have a goal, just hold your horses, work hard, produce results, and let rumors and disputes stop at facts.

Article 15: Management is a slow variable

Grasping management does not mean that there will be results this month and next month. Management is a slow variable. Management should be based on flywheel theory, with patience, confidence and perseverance.

The so-called flywheel theory is that it is not easy to make a huge flywheel move. I need you to keep pushing it. At first, it was hard. No matter how hard you try, you can't move. It's useless to push again and again. But don't give up, don't relax, keep pushing, and slowly, you find that the flywheel is starting to move. Step on it, the flywheel is really moving. It started slowly, accelerated a little, and got faster and faster. You can see a great effect with a little force. Finally, the flywheel turns on its own, turning to an unimaginable degree, as beautiful and cheerful as flying.

The whole track and scene of a private entrepreneur who pays attention to organizational construction and management is such a situation. So patience is very important. Be sure to let your business enter this scene, so that you can do it more easily. Otherwise, the bigger the scale, the more tired it will be.

Article 16: Enterprise development must rely on employees.

The process of organizational change and enterprise development must rely on employees. Therefore, whether a boss can afford a career depends not on how he treats his business, but on how he treats his employees. Look at how he treats employees, and you will know how far the enterprise can develop.

Doing organizational management, in the final analysis, is how to treat employees well. If you take this as your soul, you will find that a lot of management can be done, employees will automatically enter the state, and they will help if the oil bottle falls down. Otherwise, you will have a strict exam and a high bonus, and there will still be no one to help you when you pour the oil bottle.

Respect vested interests, formulate fair rules, make profits if you can, and the rules must be put into practice. Leaders should set an example, treat employees sincerely, and rebuild the reputation of the company and the confidence of employees. By winning the hearts of employees, and then radiating step by step, win the hearts of customers and surrounding talents. Win the hearts of the people and be complacent about the world.

Article 17: Team building begins with "heart"

I believe that everyone has the root of wisdom and everyone can be an angel. Believe in the meaning and effect of "I believe" and treat others with your own heart. Crossing people is crossing yourself. Be good to others, not to others, but to yourself.

Article 18: Correctly treat the problems, difficulties, failures and even crises in the process of enterprise survival and development.

All private enterprises are facing problems, difficulties and even bankruptcy at any time, and it is estimated that they will face a crisis every few years. No one can escape this fate, as long as it is an enterprise. As an entrepreneur, if you don't have a correct attitude towards problems, difficulties, failures and crises, you can't treat them correctly, your career can't continue, and your organization can't develop.

Difficulties, failures, crises and indomitable pursuit are the best teachers in life, and experience and life are the best business schools. After all, you will find that there is no enterprise without problems, no progress without difficulties, no transcendence without challenges, and no vitality without crises. How are truly outstanding and accomplished people tempered? It must be tempered by constantly solving problems, overcoming difficulties and coping with crises. In fact, in this process, whether you are bitter or happy, love or hate, tired or idle, success or failure, as long as you can constantly improve yourself and pursue your dreams, as long as someone is in the same boat and treats each other sincerely, this life is the most beautiful paradise in life.

Article 19: Grateful heart, thanks for life.

To be an enterprise, we should take all the staff, establish a grateful heart and be grateful for life.