What is the difference between a small company and a large company?

The work level is different, the director belongs to the company's senior management, belongs to the decision-making level, and can cooperate with the general manager to make the company's strategic decisions, and the department manager belongs to the company's middle management, which is more inclined to the tactical level.

The director is mainly responsible for the management of a certain business area, while the manager is responsible for the overall management of the department.

The content of specific management is different, and the director and manager of a large company are the most important thing to connect and communicate with superiors and subordinates. It is mainly about dealing with all kinds of interpersonal relationships.

It is mainly compared with the director and manager of production, but like other departments of the company, such as the financial director, quality control director, safety director, creative director, etc., the gap between large companies and small companies is similar.

The objects of management are different, and there are generally one or even several deputy directors and deputy managers under the directors and managers of large companies, as well as ministers, section chiefs, directors, team leaders, and finally workshop workers.

Many small and medium-sized enterprises in Shenzhen have set a very high head, the vice president is basically equivalent to the director, the director is basically equivalent to the manager or senior engineer, and the manager is basically equivalent to the supervisor or engineer. Sometimes, when a client comes in with a specialist (supervisor), the director has to come out....

A small company has the characteristics of a small company, flexible operation, capable personnel, and high execution, while a large company has the characteristics of a large company: standardized management, perfect system, and strong strength.

The managers and directors of small companies are basically related households. The ability is just to take relatives on the road, and it's basically not good!

The gap between education and work experience, managers in large companies generally have higher educational qualifications, and many of them have graduated with master's and doctoral degrees.

The director is generally the first supervisor of a certain field, such as the director of project engineering, the director of finance, the director of human resources, etc., and is also a senior manager in the enterprise, and has an important influence on the company.

I have worked in small private companies with 1,200 people, and I have also worked in large central enterprises with thousands of people.

If you want to talk about bosses, you have to talk about the difference between small businesses and large enterprises, and this is a key issue. Traditional theories use quantitative indicators such as size, capital, and number of employees when classifying large and small businesses, but it does not essentially reveal the difference between the two. In my opinion, the essential differences between them are mainly reflected in the following four aspects:

1. Planning mode. Small businesses often lack the ability to make plans and don't have the same amount of data as large companies, so they often don't have the same long-term plans as larger companies. However, in order to improve the vitality of enterprises, small business operators tend to pay more attention to market changes, be closer to customers, pay more attention to short-term rapid response ability and adapt to the external turbulent business environment.

2. Ability to innovate. In a general sense, it is believed that large enterprises have a strong ability to innovate, while small enterprises have a weak ability to innovate. However, practical and international data show that large enterprises lag behind small enterprises in innovation due to problems such as time lag.

On the contrary, small companies innovate better, and the cycle for them to industrialize the latest scientific research results is significantly shorter than that of large companies. 3. Control system. Small enterprises take performance as the only criterion for work, correct product deviations in time, and adjust in time when there are loopholes in employee arrangements, which enables small enterprises to have strong control over both external markets and internal management.

Due to the complexity of the organization and the multiple hierarchies, large enterprises often have weakened control capabilities, which affect the speed of information transmission and decision-making efficiency. 4. The source of competitive advantage. The competitive advantage of large enterprises is mainly reflected in two aspects:

One is in the field of mass production, where the competitive advantage is related to economies of scale; The second is the combination of multiple mass production operations, and the competitive advantage is related to the economy of scope. Small enterprises generally have the incomparable flexibility and specialization advantages of large companies: flexibility ensures that small enterprises make decisions quickly, there is an old Chinese saying that "the ship is small and good to turn around", and the degree of specialization is manifested in the business field of small enterprises is often some "niche" market, such as smaller clothing accessories or small household appliances, or a special equipment, parts, additives and other specialized products.

From this point of view, small enterprises are not small large enterprises, and simply applying the successful management experience of large enterprises to small enterprises may not ensure the success of small enterprises.

From a management point of view, there are two main differences between a small business owner and a large company president:

1) How many people are managed: Although the owner of a small business is the top leader, after all, it is a small business, and the number of people under management is relatively small;

The president of a large company has a lot more people to manage than a small company, so it is also difficult to manage.

2) The objects of management are different: the diversity of the management class in small enterprises is very limited, and the subordinates of small business owners are generally managers, and then down are the employees of the company; The president of a large company manages the high-level administrators, then the middle-level administrators, and then the low-level administrators, and then the managers, so that the power is in the hands of many people, which is conducive to the development of the company.

After contacting countless small and medium-sized enterprises, I found a commonality, that is, their senior positions and senior talents are not advanced.

What position are you applying for? ”

Are you looking for an administrative director? ”

Yes, will you do any of this? ”

Are you here to apply for a HR manager? ”

Well, yes. What does this position mainly do in our unit? ”

It's about recruiting. ”

What about the HR specialist? ”

It's also recruiting. ”

I believe that many people have seen this type of Q&A or job requirements, but it highlights a very realistic and fatal problem, that is, is the division of labor between our different job levels, whether they are the same?

If so, then why is there a difference between elementary, intermediate, and advanced? Is it just a matter of personal qualifications?

In fact, the problem that causes this phenomenon can be seen in our traditional Chinese family business.

Because in this kind of enterprise, the division of labor is divided by the relationship between distant and close relatives, rather than by the degree of professionalism, and this division directly leads to a serious mismatch between job demand and post talents, so that many senior posts are waiting for junior talents.

However, it is difficult for junior talents to bring positive effects to the development of enterprises when they are in high positions.

In the eyes of this kind of person, administration may be to do social security for employees, personnel may be to do recruitment, accounting may be to do accounting, sales may be to do personal performance, and creativity may be to do PS

Under this understanding, the recruitment of enterprises has been carried out with the standard of high positions and low requirements, which has caused the difference between the salary of high-post talents and the salary of low-post talents in many cities is very small, because high-post talents do not need more professionalism and cannot create more value, so the salary of high-post talents is naturally very low.

And this does not change depending on the length of time the business has been in existence.

Some enterprises that have existed for more than ten years and have a certain degree of popularity and brand in the market may not have effectively divided and designed their internal job responsibilities, employee systems, and training systems.

It can be said that many senior positions are now engaged in basic work because of the company's 0 understanding of job responsibilities, job division of labor, job design, and post collaboration.

It is not unreasonable why the income of employees is so high and the income gap between posts is so large in powerful enterprises.

This is not a simple question of "becoming strong because you are willing to spend money" or "being willing to spend money because you are willing to spend money", but the establishment of the talent system, the optimization of talent allocation, the clarification of talent needs, the improvement of talent reserves, and the integrity of the planning of talent cultivation make the enterprise gradually stronger and stronger.

This article was originally published by this headline number (Tiger Said Finance), the above examples are all enterprises that the author has personally contacted (the author takes the town to engage in consulting, training, and consulting work), pay attention to this number, you will see the difference, learn the difference, and ask the difference.

First: the talent bubble.

Jumei has three characteristics in human resources.

First, Jumei's talents are very young, and we are willing to boldly appoint young people. The average age of employees is 26 years old, and we have a large number of supervisors after 88 years;

Second, in this market, if your company's growth is pinned on digging into the wall of competitors, I think such an HR strategy is completely wrong. Now the talent bubble in the e-commerce market is very serious, to put it mildly, as long as an employee learns that the salary of changing jobs three times in different companies will definitely exceed 20,000 yuan, you will dig a bunch of mediocre ability but high expectations of job-hopping professional households;

Third, it is Chen Ou's proposal of "one strong to help one weak".

Jumei is a huge beneficiary of the idea of "one strong to help one weak", there is basically no internal friction between Jumei departments, because all executives are performance-oriented, and the high-level slap the table and quarrel to settle things, and the middle level emphasizes the execution efficiency to do it quickly. So Jumi does everything quickly. Some people will say that the value of the middle level has not been brought into play.

I want to say that any value play is not a personal value play, it will consume a lot of resources of the company, Jumei is a small enterprise, we have to use good steel on the blade, maybe one day Jumei will become Tencent's kind of scale may be a large-scale division, hoarding talents to play independently. But at least not now, and neither can you, all of you here today.

Second: product foam.

Like some Jinglu Jiandian products can only pass the first war, but 30% of foreign sales come from new products, while 99% of China's sales come from the first war, so overseas usually has a better gross profit margin and net profit, but not at home. In a nutshell, as an e-commerce company, you must be optimistic about one thing, that is, you don't go crazy for burning your total turnover, otherwise, you will make valuable products worthless, and you don't know the users of the worthless products.

Third: market bubbles.

So far, many people have come to listen about entrepreneurship and innovation, but I think one of the biggest problems in entrepreneurship is that entrepreneurs are very hard. You don't take the investor's money to eat, drink and have fun, but the real sense of suffering is not the suffering in life, but the hard mentality of insisting on business.

I talked about three bubbles today, talent bubble, product bubble and market bubble, the ultimate use of every talent, the full development of the value of each product, and the full saving of every market cost, only in this way can we stand out in all entrepreneurial groups today. Remember, when the capital market is good, everyone has money, not just you; When the capital market is bad, everyone has no money, and you don't have money.

When it comes to this topic, I think of a vice president of my previous company.

He gets a higher salary every month than any of us, but what he has to do, the scope of management is also very wide, the basis to go to the workshop to help make color boxes, loading, stepping on the beer machine, originally I don't understand, why he is a vice president, the position is high, but to do the company's most basic work, now I finally understand.

1.He is the vice president, and he must be close to the people in order to be supported.

A vice president, can lower his stature, and the company's most basic employees do the most inconspicuous and basic work, in our opinion, he is worthy of respect and love, because in his heart, everyone is equal, and will not be condescending, with power to direct others to do things, but he looks leisurely.

2.He is the vice president and supervises the work of the whole company.

Vice president, is the leader, to supervise the work of all employees, staff management, product quality has become his top priority, if he does not even understand the most basic work of the company, how does he know which link is wrong, how to correct, how to improve?

3.He is the vice president and wants to create benefits for the company.

Yes, the vice president is very remarkable, many people want to climb up, how big the position, how big the responsibility, if you want to sit in this position for a long time, can seek benefits for the company, you must learn to do basic work, the so-called is a high-rise building from the ground, what do you say?

I've been to a small business before, a total of several people, but the title printed on everyone's business card is not small, either the director, or the deputy general manager. But when it comes to actual work, we can do everything, and the boss assigns us to do something, and we do it. That's the status quo for small start-up companies.

I don't know if the question you're asking is for this kind of entrepreneurial small business.

However, when small enterprises grow up and the number of people increases, there are rules and regulations to divide labor, and the real vice presidents and directors must also be transformed.

In this transition period, there is always chaos within the enterprise, system changes, manpower competition, small gangs, salary adjustments, etc., and I also left the original company because of this.