Private small business management, how to manage a private business

It depends on what industry it is engaged in, first of all, the operating group should formulate clear long-term goals and short-term goals, because the division of labor in small enterprises can not be so clear, do not want leaders to rush to complete the enterprise on the division of labor, which will make subordinates have pressure, secondly, business leaders should have confidence and smile, because your smile will make subordinates feel reliable, can make them happy work for a day, your self-confidence can give subordinates confidence, will let subordinates do it boldly. Tolerance, can smile at some small mistakes, whether the success of the general enterprise is composed of internal and external factors, small enterprises are generally internal problems, so deal with the "housework" and then start from the operation mode can continue to operate normally, and even succeed! Good luck with your career.

The operation and management of an enterprise is multifaceted, and it is difficult to express it in one or two words here! It is recommended that you start with human resource management. As long as you have the right talents, only by constantly improving human resource management, can private enterprises improve their efficiency and develop steadily in the fiercely competitive market economy.

The competition between enterprises is essentially the competition of human resources, Dell. Dale Carnegie once said, "If my business is burned down, but I keep people, I will still be a steel king in 20 years."

Formulate the development direction of the company, create an organization to govern and achieve these goals, establish a solid organizational system to support the goals, exercise and improve leadership and execution; Treat employees: material treatment should be fair, spiritual promotion opportunities should be good, and create a relaxed working atmosphere for them.

Only by changing the strain can there be a way out.

To create your own company's corporate culture, your enterprise has few personnel, then your humanized management of employees is definitely insufficient. Your ultimate goal is to seek profits, but to seek profits is to have a reasonable process, a business manager is extremely important, pay attention to the construction of your team, and manage yourself as a member of the team.

Legal Analysis: The ways in which private businesses are managed are:1

Do a good job in the short- and medium-term planning of the enterprise, be able to formulate flexible, simple and feasible systems and rules, and be able to drive the middle level and play the role of middle management to improve execution; 2.It is necessary to establish an appropriate organizational structure according to the planning and business of the enterprise; 3.It is necessary to have systems and culture as guarantees.

Legal basis: "Basic Norms for Enterprise Internal Control" Article 3 The term "internal control" in this code is a process implemented by the board of directors, the board of supervisors, managers and all employees of an enterprise to achieve control objectives. The objective of internal control is to reasonably ensure the legal compliance of the company's operation and management, the safety of its assets, the authenticity and integrity of its financial reports and related information, to improve its operational efficiency and effectiveness, and to promote the realization of its development strategy.

Small and medium-sized private enterprises are difficult to manage because they can never be separated from paternalistic management. Regardless of the size of the enterprise or the private enterprise, as long as a certain scale is formed, production and daily work need to be managed. If you want to manage, you must start from at least two aspects, one is to have an effective management system; The second is to have a scientific employment mechanism, as long as these two are grasped, but it is very difficult!

Especially in private enterprises, the composition of managers is very complex, for example, most of them are relatives and friends of the boss, and there are also those who start businesses with the boss, and the habitual practices and casual work attitudes of these two people are difficult to change. There are also technical and professional personnel 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 to give full play to the actions of managers, you must get the support of the boss and give the manager absolute rights.

Otherwise, no matter how well the system is formulated, it will not be implemented, and the paper will be wasted. No matter how good the employment mechanism is, it is still those few people who have the final say.

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 enterprise well, at this time only depends on the determination of the boss.

Seventeen Modules for Effective Management of Small Businesses 1. Excellent management team. 2. Scientific strategic decision-making. 3. Perfect enterprise system.

4. Reasonable salary system. 5. Effective incentive mechanism. 6. Effective communication mechanism.

7. Harmonious organizational atmosphere. 8. Detailed work plan. 9. Lean management or fine management.

10. Sound training system s management. 12. Learning organization.

13. Innovative organization. 14. Risk management. 15. Quality management.

16. Safety management. 17. Ambulatory management. Wait a minute.

Six Principles of Effective Management.

1. Results-oriented.

Management is about pursuing or achieving results. One of the principles of inspection management is: whether the goal has been achieved and whether the task has been completed. Of course, this principle does not apply in all situations, and managers should focus their energy and attention on what "works".

Second, grasp the whole.

The reason why managers become managers is because they look at the overall situation, focus on the whole, and regard the overall development as their own responsibility. Managers should understand their tasks and should not start from their own position, but should focus on how to use the knowledge, abilities and experience derived from the position to serve the whole.

3. Focus on the main points.

The key to focusing on the essentials is to focus on the few things that really matter. Many managers are keen to find the so-called "secret recipe", which is actually a risky behavior. If there is a "secret ingredient", it is that focusing on the main points should be the most important.

The ability to focus on the main points, skill and discipline are typical of high efficiency.

Fourth, the use of advantages.

Exploiting advantages refers to taking advantage of existing advantages, not those that need to be re-established and developed. But in reality, many managers tend to focus on the opposite aspect, that is, to develop new strengths, rather than exploiting existing ones. If this is the case, even if the management method is very skillful and looks scientific, the management mistakes caused are irreparable.

5. Mutual trust.

How do you create a harmonious and perfect working atmosphere within your own department or organization? Some managers do what the textbook says, but the results are not very good. In fact, as long as the manager can win the trust of others around him, then the working atmosphere of the department or organization he manages will be harmonious.

6. Positive thinking.

The key to positive thinking is to think in the right or creative way. The principle of positive thinking allows managers to focus on opportunities. In fact, identifying and seizing opportunities is more important than solving problems, but that is not to say that managers can ignore existing problems.

Effective managers are able to see problems and difficulties clearly, and do not avoid them, but look for possible solutions and opportunities first.

The management of a private enterprise is very troublesome, because the general manager of a private enterprise is very important, and it is possible that a wrong move can put a small business in danger; At the same time, small enterprises have poor anti-risk ability, unfair external environment, and difficulty in financing and market development.

To manage a private enterprise well, we must first have a general manager who understands management, knows how to manage, and dares to manage. Be able to do a good job in the short- and medium-term planning of the enterprise, be able to formulate flexible, simple and feasible systems and rules, be able to drive the middle level and play the role of middle management to improve execution, and be able to have management courage and good character to bring integrity and confidence to employees. If there is such a person at the helm, the growth of a small business is more than half completed.

To manage the enterprise well, we must establish a suitable organizational structure according to the planning and business of the enterprise, and it is not a simple matter to have a streamlined, efficient and organic organizational structure. Only when the department is set up reasonably, can the enthusiasm of the department be brought into play, so that the department manager can drive the subordinates at all levels to turn the company's decision-making into action.

With a good general manager, a suitable organizational structure, and a system and culture as a guarantee. Without a system, the general manager and the enterprise will fall into the cumbersome handling of affairs, and cause all kinds of unfairness and unscience. However, the system should not be too detailed and too high, too detailed will tie up the right of interpretation, and too high it will be difficult to suit small enterprises.

The culture of the enterprise is to make the posture of the enterprise, what to advocate and what to oppose, and to have a clear banner; What the company's goals are, what the company's unwritten norms are, must be declared in various ways, so that an atmosphere suitable for the company's growth can be formed.

Finally, the process of management involves a large number of systems or tools, such as small and medium-sized enterprises generally use performance appraisal, and it is inseparable from target appraisal.

The principles and methods of management in the private sector should be the same as those in other organizations.

Since the boss of a private enterprise is an entrepreneur and owner, it is natural to form the habit of having the final say and taking care of all things and things. Therefore, the key to the management of private enterprises is to change the concept and completely change the style of the boss who has the final say and has to manage all major and small things.

Management is the process of decision-making, planning, organizing, directing, and controlling.

The purpose of management is efficiency. At the heart of management are people.

The role of management is to aggregate the resources of the enterprise and obtain the best return with the best investment to achieve the enterprise goals.

The content of enterprise management: 1. Plan management Through the means of planning, budgeting, decision-making, etc., the economic activities of the enterprise are effectively organized around the requirements of the overall goal. Program management embodies management by objectives.

2. Production management is to manage the setting and operation of the production system through production organization, production planning, production control and other means. 3. Material management: Planned organization and procurement, storage, economical use and comprehensive utilization of various means of production required by the enterprise. 4. Quality management supervises, examines and inspects the production results of the enterprise.

5. Cost management: Carry out cost, cost planning, cost control, cost accounting, cost analysis, cost assessment, etc. around the occurrence of all expenses of the enterprise and the formation of product costs. 6. Financial management manages the formation, distribution and use of the financial activities of the enterprise, including fixed funds, working capital, special funds, profits, etc. 7. Labor and personnel management: Carry out comprehensive planning, unified organization, system control and flexible adjustment of labor and personnel in all links and aspects of the economic activities of the enterprise.

8. Marketing management. It is the management of the pricing, ** and distribution of products by enterprises. 9. Team management.

It refers to the formation of various departments in an organization according to the nature and ability of members, and participates in various decisions and problems of the organization, so as to improve organizational productivity and achieve organizational goals 10. It refers to the combing, condensation, deepening and promotion of corporate culture. Under the guidance of corporate culture, it matches the company's strategy, human resources, production, operation, marketing and other management lines and management modules.

Gathering centripetal force, the charm of the boss is very important. How to manage this needs to be determined according to the actual situation of the enterprise.

Your questions are too general.

First, the concession system. There are few vulnerabilities in the enterprise, so at least what aspects do you feel that you have, and what aspects do you worry about the most?

Second, the cost of change is too high, in which areas do you mean that the cost is too high, and in which areas the cost is wasteful? Serious production waste, high costs, and excessive travel expenses.

Third, there are too many accounts receivable, which department is responsible for receivables now, and whether there are many unreasonable places in the sales policy; How is the salesman managed.

Fourth, from the feeding to the sales of all links, is there a set of department authority management, the use of mutual supervision of the management function, if all things are just one person has the final say, it will definitely be a problem.

First of all, the organizational structure and post responsibility system of the enterprise, you should be able to do it yourself, find some information on the Internet, and then arrange it according to the actual situation of your own factory, after all, you are the highest executive of the enterprise. It is a good thing to hire an external factory manager, which can supplement your lack of experience, but all plans and implementation plans must be handed over to you and implemented after agreement. There are two aspects here, one is to take this opportunity to learn from experience and participate in management.

The second is that it can't be overtaken by the factory director! I don't know if your factory doesn't belong to you in a few years, of course, this is just a matter of guarding against people. It is still necessary to do not doubt the use of people.

Enterprises have few vulnerabilities, and I don't know where your vulnerabilities are, and how big they are. Go back and add that.

This issue of fees and receivables should be within the scope of your own work. Including raw material procurement and sales. This should be, so to speak, a business that must be in your hands. If you are in control, you should make your own plans.

The factory manager you mentioned earlier is fully managed, which is not good, and it is better to have a single function. Production is production, and sales is sales. But the decision should be in your hands, and if you let go of all the power, this factory will basically have nothing to do with you.

You are keeping sheep in a wolf's den. Do you promise nothing will happen? You have to control this aspect, otherwise the future results will be caused by you, not that they want to sin, but that you are inducing them to sin.

The solution is as follows:

1. Production, sales, each hire their own manager.

2. You should also participate and learn conveniently, and you can't hire others to manage your own factory forever.

3. Right**, let the manager propose to plan and implement the solution, and after agreeing with you, you decide how to implement it.

4. The procurement of raw materials must be responsible for themselves, which is particularly important. The cost must be known, otherwise there will be no profit no matter how good the sales are.

5. External employment is not the ultimate goal, but it is a good emergency method, you need to learn more in the process of employing people. In the future, I will have to do it myself.

Please forgive me for my personal opinion if there is anything unreasonable or wrong.