What are the main communication obstacles in enterprise management?

What are the main communication obstacles in enterprise management? Many mistakes in business management in China are caused by poor communication. It proves that there are indeed many problems in enterprise management communication in China. These problems are mainly manifested in: the internal communication channels are single or imperfect, lacking flexibility, and then the process of information transmission within the enterprise is slow, which seriously affects the operation process and decision-making efficiency of the enterprise; Communication has obvious personal color, and even affects communication with personal feelings, so serious that I hope the other party will make mistakes; The anti-calendar system of information communication is not perfect, and the communication initiators within the enterprise simply can't understand the information transmission process and the implementation degree of decisions; Information is not smooth, up and down, up and down incomplete, and there is almost no horizontal information filtering, so it is difficult for managers to obtain comprehensive and accurate information; Information distortion, managers can not accurately understand the situation and make wise decisions. The reasons for the above problems can be attributed to the following aspects:

First, personal factors.

(a) For information transmission, 1. Unclear relationship

Managers are not clear about their authority, function and cooperation, and are vague about what information to pass, to whom, when and by what means, which leads to the information that should be received being missed and the information that should be passed at the first time being delayed, which seriously affects work efficiency. 2. Vague expression, leading to information transmission errors.

The first manager does not distinguish between objects in the communication process, and the language is obscure; The second manager's wording in communication is improper, the central idea is unclear, and the expression of ideas is not rigorous, which makes people misunderstand. Because of unclear expression, managers often need to spend a lot of time and energy to explain and correct. 3. Wrong choice may increase the possibility of information misunderstanding, including inaccurate grasp of the timing of information transmission, lack of ability to assess the situation, wrong choice of information communication channels or objects, etc., which will affect the effect of information exchange. Worry too much

This situation is easy to occur when managers communicate with peers or superiors. When managers communicate, they often have many concerns, such as whether the communication object will be angry, criticized, and whether the communication object will have opinions on themselves. in this

Many worries often lead to information being whitewashed before transmission, or information that should have been communicated between peers is deliberately pushed to superiors, or information is deliberately shelved and not transmitted. 5. Lack of respect

Managers' inattention, impatience, unfriendly attitude and lack of sincerity in communication are all manifestations of lack of respect for the communication object, which often leads to the opposition of the communication object to the manager and increases the difficulty of communication. (b) For the information recipients.

1. Over-processing leads to fuzzy or distorted information. In the process of information exchange, when delivering commands or tasks, the receiver sometimes "filters" and "adds" information according to his own subjective wishes. The main reason for many communication failures in enterprise management is that the receiver has done too much processing on the information, which leads to the ambiguity or distortion of the information. 2. Perception deviation leads to information understanding deviation. In information exchange or interpersonal communication, people are always used to taking themselves as the criterion, turning a blind eye to information that is not conducive to them, or turning a blind eye to it, or even reversing black and white, in order to achieve the purpose of defense.

3. Different ideas lead to misunderstanding of information. Due to the differences in the cognitive level, value standard and thinking mode of the recipients, ideological obstacles or misunderstandings will often be caused, which will lead to conflicts, the interruption of information exchange and the breakdown of interpersonal relationships.

2. Interpersonal factors

Mainly includes the degree of mutual trust and similarity between the two sides.

Communication is a process of communication between the sender and the receiver, not unilateral, but a matter for both parties. Therefore, the sincerity and mutual trust between the two sides are very important. In enterprise communication, when faced with the same information from different sources, employees often choose to trust the information from their most trustworthy or best-connected source. If the superiors and subordinates are suspicious of each other, it will only increase the resistance, and the positive information in communication will often be ignored by this emotion. The accuracy of communication is also directly related to the similarity between the two parties. In terms of communication skills, the more similar the characteristics of the two sides, such as gender, age, intelligence, race, social status, interests, values, ability and so on. The smoother the information transmission, the better the effect. Third, the organizational structure of the enterprise, the position of the information sender in the enterprise, the information transmission chain, the size of the group and other team structure factors are also the reasons that affect communication. Many studies show that status has a great influence on the direction and frequency of communication. People are generally willing to associate with people with higher status. And the transmission of information often flows from high status to low status. The more information transmission links, the longer it takes to reach the receiver, and the greater the information distortion rate, which is not conducive to communication. Therefore, a huge enterprise organization and too many levels will affect the timeliness and authenticity of information communication. 1. prejudice in communication. Employees in enterprises often judge a person arbitrarily according to their previous impressions because of their different educational levels, and express their opinions without careful consideration. Due to preconceptions, mutual prejudice and distrust, communication is difficult to continue and work efficiency is affected.

What are the main aspects of enterprise human resource management? There are related documents in Baidu Library:

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What are the risks of daily property management? 1. Concept: Property management risk refers to the unexpected loss that a property service enterprise should bear due to natural and social factors other than the enterprise in the service process.

2. Classification: Property management risks include early intervention risks, early property management risks and daily management risks.

(A) the risk of early intervention

The risk of early intervention mainly includes the risk brought by the uncertainty of project undertaking and the risk of professional service consultation.

1. Risks caused by the uncertainty of project takeover

Some property service enterprises have invested more manpower, material resources and financial resources without deciding to obtain the right to take over the project. However, due to various reasons, it was not selected by the construction unit, and the property service enterprises not only suffered losses in people, money and materials, but also damaged their brand image.

2. Risks of professional service consulting

Early intervention involves a wide range, takes a long time, is highly technical and difficult. When the property service enterprise does not have enough personnel with considerable professional technical ability and property management experience to participate in the whole process, it is difficult to find hidden dangers and problems in project planning, design and construction, and the professional opinions and suggestions it provides may be insufficient and biased. In addition, if you can't communicate and cooperate with the construction, construction and supervision units, the rationalization suggestions put forward by the previous intervention will not be taken seriously and adopted. The above two aspects may lead to certain risks in the management and operation after the completion of the property.

(B) the risk of early property management

There are many risks in early property management, but the most important one is contract risk. Contract risk includes three aspects.

1. contract period

Article 45 of the Contract Law stipulates: "The parties may stipulate that the validity of a contract is subject to conditions. A contract with effective conditions shall take effect when the conditions are met. A contract with termination conditions is invalid when the conditions are met. " The prophase realty service contract is a contract with termination conditions. Article 26 of the Property Management Regulations stipulates: "If the property service contract signed by the owners' committee and the property service enterprise takes effect before the expiration of the term, the previous property service contract shall be terminated. "So the term of the previous property management contract is uncertain, and the property service enterprise may be dismissed by the owners' meeting at any time. Once the contract is terminated in advance, the long-term planning of the enterprise and various investments in property management projects will be wasted and the enterprise will also suffer losses. However, if the enterprise is too limited to this factor, leading to insufficient planning and investment in the early stage, it may bring short-term business behavior, and also lead to contradictions and conflicts between the owners (or property users) and property service enterprises.

2. Risk of contract conclusion

When concluding the preliminary property service contract, the property construction unit is in a dominant position. Moreover, the transfer of property-related information, the transfer of property management houses and commercial operation houses, and the payment of vacant house management fees all require the support and cooperation of property construction units. Therefore, the construction unit can transfer the risks that should not be borne by the realty service enterprise to the realty service enterprise when concluding the prophase realty service contract with the realty service enterprise. In addition, in order to obtain the project management right, some property service enterprises blindly depress the management fee when signing the contract, which will affect the normal operation of the project after taking over; Some property service companies did not clearly stipulate the relevant responsibilities when signing the contract, or ignored the exemption clauses, and even made some promises that were difficult to achieve, resulting in a passive situation in emergencies (theft of property at home, casualties, etc.). ) happened after taking over. The negligence of the contract content may be the reason for the owner to claim compensation from the property service enterprise.

3. Risks of contract execution

The preliminary realty service contract is a collective contract signed by the construction unit on behalf of all the owners and the realty service enterprise. Although this kind of contracting behavior is the result of laws and regulations, in the process of owner's residence and contract execution, due to the lack of corresponding laws and regulations or other reasons, there may be differences and non-implementation of the previous property service contract, which may lead to disputes between the owner and the property service enterprise.

The early stage of property service is in a special period where various contradictions are intertwined. The quality problems left by the project and the problems that have not been properly solved in the debugging of facilities and equipment will affect the normal life of the owner. Disputes and disputes arising from previous contracts, if not handled properly, will induce management risks.

(C) the risk of daily property management

The risks of daily property management include two aspects: first, the risks of owners (or property users) in the process of using property and accepting property services; The second is the risks existing in the daily operation of property management.

1. Risks of property use and service acceptance by the owner.

(1) Risks caused by illegal decoration of property.

Owners (or property users) decorate illegally, which will not only cause damage to the parts used by the property, potential safety hazards, neighborhood disputes, etc. , it will also increase the operation, maintenance and maintenance costs of property management, and it will also make property service enterprises bear certain responsibility for property decoration management.

(2) Risks caused by the use of the property.

In the daily use of the property, if the owner (or property user) has improper behavior, improper use of the property, such as throwing objects at high altitude, changing the use function of the property, blocking the fire escape, damaging the equipment, facilities and venues used by * * *, it is difficult to determine the responsible person. Or if the owner (or property user) has an accident due to the "defect" of the property or the fault of the party concerned, causing personal injury or property loss to others, the property service enterprise will bear certain legal liability risks.

(3) The risks caused by unclear legal concepts.

In terms of public security, personal property insurance, custody, etc., owners (or property users) often have a vague understanding of the responsibilities of the security subject of property management, and mistakenly impose the security responsibilities that should be borne by the public security organs or the owners themselves on property service enterprises, which leads to an increase in disputes between property service enterprises and owners (or property users). Property service enterprises have invested a lot of manpower, material resources and energy in this respect, resulting in unnecessary consumption and taking on additional responsibilities.

2. Risks in daily operation of property management

(1) Risk of management fee collection.

It is a prominent problem in property service activities that owners (or property users) delay, underpay or refuse to pay management fees for various reasons. Due to the general lack of effective means of recovery in property service enterprises, charging risk is one of the common risks in daily property management services. Property projects are developed by stages, and owners live by stages. The low occupancy rate of property project owners and the low collection rate of management fees lead to the risk of loss in the project.

(2) Risks of public utility charges.

In the collection and payment of public utility fees (such as utilities) and the allocation of public utility fees, the property management unit is in the middle of the collection and payment. If the owner (or property user) fails to pay the corresponding fees in full and on time, it will inevitably bring economic losses and undue risks to the property service enterprises.

(3) Managing the risks of project outsourcing.

Outsourcing of property management services is a common phenomenon in property management operation. Although property service enterprises can take various measures to control the selection of outsourcing units, the signing and management of contracts, potential and uncertain factors still exist. For example, when the selected professional company performs the contract, the professional service behavior does not meet the requirements of property management services. Although the realty service enterprise can solve the problem by asking for rectification, the consequence is often that the owner (or property user) still blames the realty service enterprise.

(4) Risks existing in the service of property service personnel.

If the realty service enterprise fails to fulfill the stipulations of the realty service contract, causing personal and property safety damage to the owner, it shall bear corresponding legal responsibilities. Due to the problems caused by employees' illegal operation, according to the law called "employer's responsibility", property service enterprises will also be liable for the improper behavior of their employees.

(5) The risk of public opinion in publicity and reporting by public media.

In the operation of property management, the risk of public opinion in property management may be caused by inadequate property management services, untimely resolution of contradictions, improper handling of complaints and untimely communication with all parties. The risk of public opinion will not only affect the brand image of property service enterprises, but also bring economic losses to property service enterprises.

(6) Risks of public facilities and equipment, including fire risks.

There are hidden dangers in public facilities and equipment in the property, and poor management of public facilities and equipment may lead to the personal and property safety of owners or non-owners Due to the diversity and distribution of public facilities and equipment in the property, subsequent risks occur frequently. Faced with such risks, the realty service enterprise should not only bear the civil legal liability for economic compensation, but also the person directly responsible and the main person in charge of the enterprise may bear the criminal legal liability.

Because all kinds of residential quarters and buildings have different characteristics, the possible risks of property management companies are also different. According to the specific obligations of management services, there are mainly the following aspects:

Personal and property safety risks,

Parking lot liability risk,

Fire accidents and hidden dangers,

Risks caused by owners and public facilities and equipment,

Risks caused by unsafe factors in public environment.

What are the main risks in enterprise strategic management? Risks in enterprise strategic management mainly include:

(1) operational risk;

(2) Risk of asset damage;

(3) Competition risk;

(4) Goodwill risk.

When serious product or process errors occur in enterprises, operational risks are transformed into strategic risks; If the financial value, intellectual property rights or natural conditions of assets that have an important impact on the implementation of the strategy are degraded, asset damage will become a strategic risk; With the change of competitive environment, competitive risk will become strategic risk. Goodwill risk is the comprehensive result of the above three aspects. Goodwill risk will arise when the whole enterprise loses the trust of important parties and reduces its value.

What are the communication barriers between people and how to control the special communication barriers? This obstacle may be the distortion or error of information channel (and transmission), or it may be a unique psychological obstacle. For example, people may have different views and understandings of the same information because of their different knowledge, experience, occupation and political views.

Don't know how to control it!

What aspects are not included in the pricing of Sigma enterprise management? The purpose of six sigma pricing is not to formulate pricing strategy, but to improve pricing operation and follow the current strategy. It is applied to pricing operation, which is a repeatable process, that is, it is necessary to control the discount level that deviates from the bid price in contracts or personal transactions. It has no intention to establish the position of the company, because it is concerned with the product attributes of the price in the market.

Enterprises usually focus on the formulation of pricing strategy-this process is usually very strict. Although they will not happen several times a year, it is bound to be decentralized to set discount prices for thousands of personal transactions and set the same discount prices for many customers within one year. Such an environment will have management obstacles, leading to the loss of income. Therefore, I can benefit from the control improvement and discipline inspection commission brought by Six Sigma. Even if the prices of thousands of products are set regularly, this process is a repeatable process, and Six Sigma can improve it.

Six sigma will not yield to the pricing function or the control of the sales staff. Although it does give salespeople or other people the flexibility to deal with customers quickly, it does not mean giving up control. In fact, using six sigma pricing, enterprises can strengthen control and provide better guidance for salespeople, sales managers and pricing personnel who set discount prices. On the one hand, it is highly flexible and can respond to customers quickly; On the other hand, it is the strict control of prices. Six sigma pricing can help enterprises create a reasonable balance between the two.

The six smart pricing items have nothing to do with groups or meetings. Such projects involve the use of powerful and proven statistical tools and other methods. In addition, each stage has a set of tools suitable for different situations.

Six sigma pricing is not only the design and application of improving measurement and control, but also the systematic process of creating knowledge and expounding the basic principle of improving measurement and control. Good measurement and reporting is very useful for controlling any process, whether it is related to pricing or not. However, it is not easy to do this. For the CEO, the most challenging issue is organizational change, and Six Sigma will help in this regard-improved measurement and reporting is only the result.

Six-horse pricing is not only the control of too low price, but also the control of too high price. In transactions where opportunism is particularly obvious, managers will take the risk of setting a very high price or offering a too low discount according to the marked price, which is a pricing problem rather than a solution. Too high a price may also be a problem, because customers will eventually find out the discount amount that the company gives to other customers-sometimes even different groups of the same company. Different sales and pricing personnel make ideal discounts according to the marked price according to the relevant market segment variables such as the industry, customer scale, transaction scale and geographical location of the customers they serve. Only in this way can the company make profits, and the bold decisions of those who do not abide by discipline will not bring profits to the company. Six horses help to achieve consistent pricing.

What is enterprise IT, and what are its main aspects? You just need to take it literally.

Literally: it is to make the enterprise network technical!

Deep understanding: the network has a very mature system to support or serve the stable operation of various operators on the network. Defined as "system management".

As the name implies; Enterprise IT is to learn from the "system management mode" of the network to support the operational needs of enterprises in production, so as to better make production systematic and stable.

Example: On the Internet; Media, major websites, game platforms, Taobao shopping, logistics platforms and other .......... are products on the Internet. Turn these platforms into departments within the enterprise; Supply and marketing, production, quality management, warehousing, procurement, logistics and other departments to participate in .......... has a systematic management model.

Just a personal opinion, for reference only! I hope I can help you!