Do you feel that small company has few people but is difficult to manage?

Various basic salary, salary and reward systems also need to be improved, and there are even a large number of elements of "rule by man". Most commonly, even for employees in the same position, there can be a big difference in each person's base salary.

Because small companies are small, many people feel that small companies have no future according to their own cognition, and the boss will run away one day, no salary, no job, in fact, not all bosses are unreliable, and now there are regulatory units to manage. Xiao Linglong had never entered a small company before, but since she entered the current company by chance, it has completely changed. Most of the reasons why it is difficult to retain people are because of the treatment, benefits and company benefits, if the company benefits well and do it happily, I believe everyone will not leave.

It is difficult to recruit and retain people, which is a common problem, and it is not limited to whether your company is big or small, so small is not the reason, but not being able to develop is the problem. As a small company, it is also a very good choice to work hard to be the head in a specific subdivided industry, and many resources will be inclined to the head. From the perspective of human resources, the most important thing for a small company is whether it has a core team, or is it just a one-man company with a boss?

There is a big difference between relying on a team and relying on the boss alone.

Due to the limited scale of small enterprises, the turnover of personnel is relatively large, the personnel is unstable, the department is not fixed, and the corporate culture is that the boss has the final say. The system and rules of small enterprises are imperfect, there are big loopholes, and the degree of institutionalization is also insufficient. The managers are all members of the family, usually with low quality and insufficient ability, so it is natural that the phenomenon of "difficult to manage people" will naturally occur.

Whether an enterprise can become stronger and bigger depends on what kind of management personnel, technical personnel, staff and other talents you have to form an enterprise! The problem of personnel should naturally be solved by good professionals and corresponding specific processes.

I feel this way because I think the fewer people in the company, the harder it is to manage, because they all think they are amazing.

I have this feeling, because although there are very few people, there will be some contradictions between everyone, so it is very difficult to manage.

I have felt that many small companies do not have many employees, but it is really difficult to manage, and they are also very lazy.

I feel that way because small companies don't have a lot of power in general.

I think you need to work out the rules and regulations of the company, and everyone needs to strictly enforce the rules and regulations of the company.

For small companies, the company itself does not need complex company rules and regulations, because too complex rules and regulations will only further reduce the company's work efficiency, and it is also not conducive to the company's development. At the same time, the company must implement affairs in accordance with various rules and regulations, and must not engage in a word, and leaders also need to learn to establish authority, so as to effectively manage their own team.

First, this kind of problem of yours is actually very common.

In a small company, the biggest problem for many small companies is that they can't manage their own teams well. From the perspective of leaders, although the leader I want to treat his employees in the way of the workplace, the employees are not useful for this, and many employees will even call their leaders brothers, thinking that their leaders do not need to always have a face. <>

Second, you need to sort out the company's rules and regulations.

At the beginning of the company's establishment, it was already necessary to sort out the company's rules and regulations. When encountering various problems, all problems need to be implemented according to the company's rules and regulations, not according to the personal preferences of the boss or management of a small company. When you learn to deal with all kinds of work problems with a rational attitude, your team management will become less and less difficult.

Third, you also need to establish the authority of leadership.

In a small company, the authority of the leader is actually very difficult to establish, because everyone generally does not take the leader seriously, and the leader will also do many things himself, which makes the leader's position even more unstable. I suggest that you find opportunities to have more meetings with the employees around you, so that employees know their position and establish a communication channel between leaders and employees. In addition, leaders can have a certain degree of pro-sock dust and strength, but leaders must reasonably control the distance between themselves and employees.

As the saying goes, distance produces beauty, and leaders who get along too close to employees will not have their own authority. <>

We must improve our management ability, in the process of work, we must stimulate everyone's work potential and enthusiasm, we must regularly organize tung to talk about orange weaving unity activities, and we should also hold regular meetings every week.

They should be very powerful and prestigious, both leaders and friends with employees, which will make them convincing and very obedient.

I happened to lead a small team in a small company last year, and this year's experience almost didn't make me go home to farm.

The company is a start-up company, established more than a year ago, with about 30 employees, and a company member is not as many as other companies and a department. I thought that the company was small and there were few people, so it should be very easy to manage this matter, and the team members could be very harmonious.

However, after actually doing this, I realized that I was too naïve, and this small team is far more difficult to manage than a team of more than 100 people in a large company. It takes a lot of time every day to deal with the team's problems, and it also spends a lot of time dealing with conflicts between team members. Finally, there is the time to focus on the work, and there is no more.

The results are certainly predictable.

In my experience, talk about why small teams are more difficult to manage.

It is difficult to manage small companies and small teams, and the most fundamental reason is that managers ignore the construction of organizational systems.

Many company bosses are psychologically thinking that the company is relatively small, and there are fewer people, so there is no need for so many norms, and everyone is free, as long as the work is not affected.

However, this is work, not a child's play. As long as the work that needs to be completed by the team together, it cannot be completed by an individual, and we need to use a rope to lead everyone to a place together.

This rope is a system of various work norms that are in line with the company's vision, mission and values, and the place I want to go with is our goal.

To manage a small team well, there must be corresponding work management norms, and the work must be clearly divided, clear who should be responsible for which work, and how to connect each work interface.

It is only when we work under a standard of rock debate that our goals become clearer. Instead of a person thinking the same, a person has a person's work norms, and no one can convince them, and in the end, everyone does their own thing, and they are scattered.

I think if you want to manage a small team well, then you must lead by example, teach by example, and set a good example for employees to work hard. Whenever employees encounter some difficulties, they must help them, and Tuanzheng must not be so selfish. And also always for the sake of the interests of employees, if there is free time, but also for employees to do a team building, I feel that Xun can take this to manage a small team.

It is necessary to understand the capabilities of these employees, and then put these employees in the right positions, so that they can be well managed.

If you want to manage a team well, you should have a very good rules and regulations, and there should be a particularly good reward and punishment system.

The personality of each employee should be understood, and there should be a reasonable management style, but also to develop management methods, and to understand the needs of the team.

As a manager, we must appropriately give the rotten employees the right to give them the opportunity to grow. Don't choose to do it yourself because you're afraid that the other person will make a mistake or that the employee isn't doing a good job.

Exercising employees needs to be carefully cultivated in normal times to help employees grow.