Case study of group management, case study of enterprise management

1. Resist management, and the person who is managed is dissatisfied with and dissatisfied with the management personnel!

2. This appears.

This phenomenon is normal, because Bill is a newcomer, any company has similar problems, a person who has just worked, and at the same time a manager who has just joined a new team, is obviously inexperienced, there is a small group in the team, and there is a more influential person, and the execution of the enterprise also has problems, which all lead to this phenomenon.

1. Informal organization problems, unclear division of labor, rights and responsibilities, and closed organization problems.

2. There is a problem with the corporate culture, which does not encourage competition and blurs the administrative hierarchy.

A company sent 10 million pieces of underwear worth 188 yuan for free, but there was only one requirement, the customer paid 23 yuan for the courier fee, is it willing? 10 million times 188 equals 100 million, what company is so large?

Results: 1. The processing of 10 million pieces of underwear for your factory, but there is only one condition, 8 yuan per piece, excluding intermediaries, **, **business, factory direct sales are completely possible, and the amount is large. 8x10 million = 80 million, and the profit may be about 10 million.

2. Publicity, advertising to all the best in China, where to order underwear to buy a piece to give 3 yuan. 3x1 million equals 30 million.

3. Express delivery charges 5 yuan per piece. Equal to 50 million. The profit is about 10 million.

Answer: 23 yuan - 8-3-5 = 7 yuan. 7x1 million equals 70 million net profit.

The total number of express delivery, **, and factories of the three companies is less than 70 million. 70 million for one company. There are no input costs, no publicity, no inventory, no channels.

The books may only represent the products of a certain era, and the times are advancing, the book is the secretary of reference, and society and reality are the key to victory.

Private business is very difficult to manage, because it can never be separated from paternalistic management. Regardless of the size of the business or the family business, as long as it forms a certain scale, production and daily work need to be managed. If you want to manage, you must start from two aspects, one is to have an effective management system, and the other is to have a scientific employment mechanism, as long as you grasp these two things, but it is very difficult!

Especially in private enterprises, the composition of management personnel is very complex, such as: most of them are relatives and friends of the boss, and there are also those who start a business with the boss, and the habitual practices and casual work attitudes of these two kinds of people are difficult to change. There are also technical talents invited by the company, and they engage in technology monopoly, and no one can manage it.

In order to manage the boss and bring in management talents, these people want to use their expertise, but their appeal and power are very limited. The power is concentrated on a few people, each with selfish intentions, who can not speak without speaking, and ask them, and they pull some skin and perfunctory. Therefore, relying on the ability of managers or department managers can not change this phenomenon at all, if you want to manage, if you want managers to make a difference, you must get the support of the boss, and give managers absolute rights, let them find out the problem, scientific management.

Of course, it is difficult to get the support of the boss! He didn't want the company to make too many moves, for fear that the company would not be able to toss. He has a good face, he doesn't want to offend relatives and friends, and he doesn't want people who start a business with him to make irresponsible remarks about him.

However, he also wants to change the status quo of the enterprise and improve the efficiency of the enterprise. I also want to enhance the level of enterprise management and improve the corporate image. So he is very conflicted, therefore, to manage a private business well, at this time only depends on the determination of the boss.

1.Clarify responsibilities 2, formulate systems 3, pay according to work 4, account for costs 5, and establish culture.

1. There must be a basis for setting goals, and all departments can complete them through hard work;

2. The operability of the completion goal should be strong, tight and closed, but to prevent complexity and cumbersomeness;

3. Solicit the opinions of the department before the target plan is issued to prevent unacceptable problems after the plan is issued;

4. Once the plan is issued, if there are no principled issues, it must be implemented or modified during implementation.

1. The management of the company must reach a consensus before setting goals.

Second, the formulation of departmental goals should have a basis, such as the same period last year and other indicators that can be used for reference.

Third, there must be a corresponding incentive mechanism for goals.

First of all, we must affirm that Mr. Wang's idea is good, because he is goal-oriented, people must have goals to be motivated, but what Mr. Wang lacks is good communication, the goal is everyone's rather than personal, first of all, we need to communicate with various departments whether the task they receive can be completed, through what kind of method to complete, in addition, we also need to give affirmation to the other party and the two sides to reach a consensus, after giving the goal, we must track it in time, because Mr. Wang only sets goals, but there is no good way, We need to reach the plan - coaching - follow-up - feedback to meet our requirements.

1. Before setting goals, we should do a good job of communicating with various departments and analyzing the actual situation.

2. The goal setting should be fully participated by the employees of the department.