How to manage small enterprises?

1, the company must formulate the basic management system. The basic management system includes personnel system, salary system, workflow, departmental management regulations, etc. These systems are called basic management systems because they are the basic guarantee to ensure the normal operation of the company and are necessary. For example, what kind of people to recruit, what kind of positions to hold, what kind of salary system to formulate, commuting time and work content, and different departments should formulate a departmental management regulation according to the actual situation. For many small companies, some of these systems are written or told orally by the boss, which has formed a habit in the minds of employees. However, if a company wants to make great achievements, it must form its writing system from the beginning, and change and improve with the development of the company. It will lay the foundation for the company to develop into a large company and carry out the "rule of law" stage of systematic management. 2. The company should vigorously promote humanized management. "Big companies rely on systems to manage people, while small companies rely on bosses to manage people". Therefore, the humanized management of small companies is very important. "Humanization" is mainly manifested in the boss's personality charm, leadership charm, processing ability, control ability and so on. I have met many small companies. Employees and bosses are brothers and have a very harmonious relationship, which is what we often call "rule by man". "Humanization" is different from "rule by man". "Rule by man" has no rules and regulations or systems in the "hearts" of employees. "Humanization" has a system, but not only depends on the system, but also the boss's style of dealing with people plays an important role. It can be said that many small companies are "ruled by men" at the beginning, gradually reaching the stage of "humanization" and institutionalized management, and finally developing to the stage of "rule of law" in institutionalized management. 3. Do everything possible to retain excellent "human resources" and promote the rapid development of the company. People often say that the most important asset of an enterprise is people, which may sound right, but it is not. I remember a senior human resources director told me that people in an enterprise are divided into four categories. The first category is "layoffs", that is, people with poor ability and attitude will be laid off quickly when they go to that enterprise; The second category is "talent", with poor ability but good attitude, so the enterprise can still stay; The third category is "talents", who have strong ability but poor attitude and are difficult to lead and manage. For enterprises, it is of great value for such people to use them well, and it will be very destructive if they use them badly. The fourth category is "human resources". This kind of person is very capable and has a good attitude. This kind of person is what any company wants, and this kind of person can bring rolling financial resources to the company. So how can we retain excellent "human resources"? In addition to the system and humanized management, the rapid development of the company has made "human resources" see hope and prospects, which is the key to retaining people. In addition, only by retaining excellent "human resources" can the company develop rapidly. The two complement each other and complement each other. 4. Strengthen vocational training and comprehensively improve the quality of personnel. There are two ways to survive in this society: one is to be your own boss, and the other is to work for your boss. For working people, there are two main needs: one is "money way" and the other is "future". Want "money", mainly hard work, excellent performance; If you want to have a "future", you must attend training, keep learning and constantly improve yourself. Therefore, the company should strengthen the vocational and professional training of employees, comprehensively improve the quality of personnel, and give employees a bright "future". 5. Describe the bright future of the company. In small companies, corporate philosophy and corporate culture have not been effectively formed. However, corporate philosophy and corporate culture are the soul of the company and are very important. Therefore, it is very important to paint a bright future for the company when the corporate philosophy and corporate culture have not yet taken shape. It plays the same role as corporate culture, and can unite and inspire all employees of the company to work hard to realize this beautiful future. ]