Organizational management of small and medium sized printing enterprises

I feel that the upper set of printing production management system is a must, greatly improve work efficiency, determine the work allocation, try to win the printing ERP bar, good service, **low. The system is false, and it is the real thing to arrange the work well.

Sort out the organizational structure first, and then subdivide it.

Issue.

1. There is an organizational chart, but the organizational chart does not match the actual operation. Some enterprises actually have this department, but they can't see this department in the organizational chart, and some enterprises have set up an independent planning and material control department, but the actual planner belongs to the production department.

Issue. Second, the department is in name only. Although many enterprises have established perfect functional departments, due to the strong and personal boss, they directly intervene in or lead to the work of many departments, resulting in the inability to play the functions of the departments. Although some enterprises also have department heads, the actual operation is directly directed by the boss.

Multi-head management and cross-management directly lead to unclear division of labor and unclear responsibilities. In the end, the management effect depends on the individual boss, who is tired from morning to night, but tired and inefficient.

Issue. 3. Don't understand the right to score. Many enterprises only know how to decentralize power in departments, such as the quality control department has the right to quality management and quality control. However, there is no decentralization between departments and posts, resulting in a department integrating decision-making power, executive power, and supervision power, and its essence is still centralized management, but it has changed from the centralization of the boss to the centralization of departments, and there is no mutual monitoring and decentralization between departments and posts.

If there are enterprises, the production management mode is to make plans by the workshop, arrange production and follow up by themselves, due to the lack of external monitoring and constraints, resulting in large arbitrariness of workshop production and low production efficiency. Issue.

Fourth, the department belongs to unreasonable. Due to the lack of understanding of the nature of decentralization, the attribution of departments is unreasonable. Some enterprises will be under the management of the production department of the quality control department, and the warehouse will be under the management of the purchasing department.

The monitoring department is assigned to the management of the operation department, and it is impossible to form a relationship of mutual constraints, which will inevitably cause many problems to not be exposed, and it is even more difficult to improve management. If the warehouse is under the management of the purchasing department, if the procurement is chaotic, the warehouse will definitely not say, because the procurement is his superior.

One of the problems that enterprises must solve in the construction of mechanisms is the "structure" problem. What kind of "structure" will produce what kind of operation, and what kind of operation will produce what kind of effect. The importance of "structure" cannot be overstated.

However, the rationality of the "structure" is not understood by many business owners, including managers.

There are a lot of problems? Since it is a matter of implementation, the system exists, but there is no execution! Just talk about practicing fake tricks!

The current situation of XX management of enterprises in China and its existing problems and countermeasures.

Any business is faced with the problem of management improvement. Some small and medium-sized enterprises, after experiencing the stage of entrepreneurship and development, are facing more urgent problems of management improvement. In recent years, I have often been approached by small and medium-sized enterprises to talk about some of the confusions they face in business management and express their urgent desire to improve management.

The common problems we hear and see are:

the problem of maladaptation of paternalistic management;

employee motivation issues;

operational quality and efficiency issues;

the problem of talent;

marketing and customer satisfaction issues, etc.

Experience tells us that for these problems in the management of small and medium-sized enterprises, the results of adopting a single solution are often not ideal. The main reason is that in the absence of a more standardized management platform, any management problems can be systematically solved. Therefore, for small and medium-sized enterprises with more management problems, the improvement of their management should be systematically considered.

Based on our experience in providing consulting services to SMEs, the management problems of SMEs should be systematically solved from four aspects, which are:

1.Organize and optimize your business processes.

Processes will have a fundamental impact on the operation and management of an enterprise, and not all business managers are deeply aware of this.

Although, in the process of operation, every enterprise is forced to establish some processes consciously and unconsciously (generally reflected in the rules and regulations) due to certain needs, or naturally form certain operating habits. However, due to the failure to systematically and in-depth study of the process, the phenomenon of inefficient process, broken process, and departmental process is widespread, which seriously affects the operational efficiency and effectiveness of the enterprise.

Systematic and in-depth integration and optimization of processes is expected to greatly improve the operational foundation of the enterprise.

2.Optimize the organization according to the needs of the process operation.

Some enterprises attach great importance to the organizational form and often make adjustments, but often the results are not good. Management theory and experience tell us that an organization is nothing more than a condition for ensuring that a process works. Only by establishing a scientific and efficient process and establishing an organization suitable for process operation can the functions of the organization be effectively played.

On the one hand, it is a problem of concept and culture, and on the other hand, it adopts a backward model in terms of organizational setup, definition of functions and authority, and interface management. In order to solve these common problems, it is necessary to establish a new organizational concept and a new type of organization. Flat organization, array organization, etc., are a matching organizational form of process optimization.

3.Establish an effective performance management system.

"Big pot rice" is not only found in state-owned enterprises, but also in some small and medium-sized private enterprises. Some small and medium-sized enterprises used to adopt paternalistic management methods, and the original incentive methods are gradually losing their effect. To this end, small and medium-sized enterprises must establish a scientific performance management system on the basis of process and organizational optimization.

Conduct job analysis, determine the performance indicator system, establish a performance information feedback system, conduct scientific performance appraisal, and promote performance improvement management.

Perfect system and human management, let your employees become your friends, they are willing to want to develop with you

You can give some reward mechanisms, such as what should be done in each position, and arrange the work content for employees every day. Always remind him that if you do a good job, you can be like our boss, who used to be like you. And so on words of encouragement.

A person can be promoted to be a supervisor, and if he has a high sense of responsibility and is very prestigious among the employees, it is not recommended to hire another person.

The focus is on the improvement of the reward and punishment system.

The practical and operational enterprise standardized management solution has just been sorted out --- practical operation version (32MB), which is close to the actual daily management of the enterprise, and the enterprise can directly follow this program to formulate or improve the daily standardized management of your enterprise regardless of size.

The specific content includes employee handbook, organizational structure design, department responsibilities, job description, work process, target system, management system, performance appraisal, training materials, free materials, etc., which are extremely cost-effective. Send an email to or, which can provide the relevant management system of your company's industry.

1. The principle of division of labor.

2. The principle of departmentalization.

3.Chain of Command Principles.

4. The principle of management range.

5. The principle of centralization and decentralization.

6. The principle of formalization.

Determine the organizational goals, determine the business content, determine the organizational structure, allocate the staff, stipulate the responsibilities and authority, and integrate them.

The principle of management range.

Business content Staffing Centralization and decentralization principles.

Principle of departmentalization.

1. The bosses of small and medium-sized enterprises need to completely change their understanding of human resources 2. The responsibilities of the post are not clear and clear.

3. Small and medium-sized enterprises.

There is a lack of clear planning for human resources.

4. The recruitment of suitable talents in personnel recruitment is not available, and the recruitment process is arbitrary 5. Lack of personnel training.

6. Personnel incentives are not scientific.

7. Personnel assessment is not standardized.

8. Equate performance management with performance appraisal.