As a top manager of a business, what factors to consider when determining the goals of the business

First of all, it is necessary to help enterprises to sort out their strategies, effectively carry out strategic analysis and planning, and annual goals are not only specific milestones in strategic planning, but also a specific indicator of business performance. Therefore, the setting of annual goals should not only consider the strategic direction, but also consider the feasibility and specificity of the reality. Therefore, it is necessary to clarify the future development trend of the industry and the dynamics of competitors to determine the 3-5 year strategic goal plan, and then formulate annual goals on this basis.

It is recommended to strategically sort out the PEST+SWOT tool portfolio based on practical experience, evaluate the development trend of the industry and its impact on the company through the analysis of the macro environment, and reach a consensus among the management team.

Then, combined with the industry environment, competitors and the market situation of their own products, a comprehensive evaluation is carried out to select the most critical factors, and finally return to the enterprise itself for SWOT analysis, and formulate phased key business objectives and management objectives, such as the expected sales growth rate of each year, the return to shareholders, the goal of brand promotion, the goal of research capabilities, etc. Secondly, with reference to the financial data of previous years, the dashboard software technology is used to establish a dynamic analysis model of key objectives. The data of previous years is one of the important factors in the decision-making of annual goals, and according to the data of the year of residence, we can obtain an objective assessment of the existing capacity to determine the development trend of ratio-based indicators, and the historical data can be substituted into the model for public and quantitative analysis and discussion to reduce the influence of human factors in the formulation of goals.

For example, the income statement focuses on the impact of factors such as cost of sales, administrative expenses, selling expenses, and tax rates on the final net profit.

Clause. Third, through the analysis and negotiation of the general framework of the decision, the boss and the manager on the general consensus, at this time, the goal or the expectation, the need to issue the goal to discuss to further clarify the conditions for achieving the goal, demonstrate its feasibility, the specific approach is to guide the departments to formulate an annual plan, clear implementation strategy, especially the required company resources and the assistance of other departments, after the integration of **, determine the overall plan gap to the enterprise's own resources and capabilities and can be integrated resources and capabilities for an assessment, With the involvement and commitment of the department heads, there is a solid basis for setting the company's annual goals.

Clause. Fourth, the goal decomposition and performance plan formulation; After the annual goal is determined, it can be set as an enterprise-level key performance indicator KPI, and then the head of each department can decompose the KPI of the corresponding system, determine the relevant element objectives, analyze the performance driving factors (technology, organization, people), determine the workflow to achieve the goal, decompose the KPI of each department at the department level of each system, determine the evaluation index system and assessment incentive methods, and then guide the department heads and employees to further subdivide the KPI and decompose it into more detailed KPIs and performance measurement indicators for the position. These performance indicators are the elements and basis for employee appraisal.

Internal and external environment.

Core competitiveness.

Top management is primarily responsible for making long-term, big-picture decisions. The middle management of the enterprise is mainly responsible for implementing the major decisions made by the senior management, supervising and coordinating the work of the grassroots management personnel; The main responsibilities of grass-roots management personnel are to assign specific tasks to subordinate operators, directly guide and supervise on-site operation activities, and ensure the effective completion of various tasks.

According to the different scope and importance of decision-making, it is divided into strategic decision-making and tactical decision-making

1. Strategic decision-making refers to the decision-making made on the development direction and development prospect of the enterprise development side, and is a major decision related to the overall, long-term and directional development of the enterprise. Such as the company's business direction, business policy, new product development and other decisions. Strategic decisions are made by the most senior leaders of the organization.

It has the characteristics of a long period of influence, a wide range of involvement, and a profound degree of effect, and is the basis and central goal of tactical decision-making. Whether it is correct or not directly determines the success or failure of the enterprise and the development prospects of the enterprise.

2. Tactical decision-making refers to the decision-making made by the enterprise to ensure the realization of strategic decision-making on local operation and management business work. For example, the procurement of raw materials and machinery and equipment, the plan of production and sales, the purchase of goods, and the deployment of personnel are such decisions. Tactical decisions are generally made by middle managers in the business.

Tactical decisions should serve strategic decisions.

Enterprise managers can be divided into three types: grassroots, middle and high-level, and senior managers are mainly responsible for making "long-term and overall" decisions.

Different types of managers have different tasks, and accordingly, the proportion of their various management skills will also be different. The decisions that top managers have to make are mainly long-term and overall decisions.

1. Senior managers are mainly responsible for making strategic decisions;

2. Middle-level managers are mainly responsible for making tactical decisions;

3. Grass-roots managers are mainly responsible for leading employees to implement specific tasks.

In the words of a senior leader, he is mainly a command to others, a decision-maker. Therefore, I think that first of all, you need to have good communication skills and communication skills, management, command, organization and control skills. You may want to consider taking a business administration course for further study.

Because business administration is different from ordinary functional management, it offers courses that are specifically aimed at senior decision-makers. This kind of course will talk about the leading direction of the entire enterprise operation, but it is relatively not as refined as professional functional management. For example:

Logistics, finance, marketing, and much more. However, from the perspective of organizational behavior, it is enough for the top management to have a basic knowledge of this framework. All you have to do is learn how to grasp and apply power, and then use your strong communication skills to command others and cooperate with other department managers.

That's what it means to be a manager. In a word, learn to communicate, express, cooperate, and improve your ability to capture opportunities with diplomacy and management and related psychology, and know how to lead the way for functional work but not too fine.

For middle managers, the first thing to understand is that middle managers are not functional managers in our traditional sense. Functional managers are more strictly said to be grassroots managers.

In the current financial crisis, the unemployment rate of middle managers is much higher than that of junior managers. Mainly because their responsibilities are to upload, release and supervise. (Have you ever seen our Chinese men's football team replace the whole team?)

Most of them are changing coaches, right? So according to his knowledge structure and quality, I think the main thing is the ability to communicate, the ability to express, communicate and coordinate, and the ability to observe. In the same way, he should have relevant functional knowledge.

Don't be fine, understand a little. (Some small and medium-sized enterprises do not have middle managers, direct senior management and grassroots management after the staff, but it should be noted that the size of the enterprise is determined by the number of people, not the scale, assets, etc.).

Under normal circumstances, if an employee is promoted to a manager because of his excellent work, he should often belong to the grassroots manager, and he is excellent in some aspects, such as sales, such as financial ability. Then he was promoted to sales manager, finance manager. Therefore, the knowledge structure requirements for this group of people are relatively high.

In addition to the relevant command, arrangement, organization, control, coordination and other management capabilities, you must also have good professional knowledge, such as the logistics manager must understand the conditions of product storage, connect the relevant knowledge, and the province must have professional English.

1.It is necessary to confirm effective communication and resource provision within the enterprise.

2.Before making a decision, it is necessary to make a decision-making based on facts, ask the development needs of the enterprise, and regularly or irregularly review the implementation of the decision.

3.The rewards and punishments are clear, and the performance appraisal mechanism is reasonable.

4.the company's cost management and efficiency improvement and cost reduction, improvement measures and directions;

5.Control the overall situation, know how to authorize, and don't fall into specific affairs;

6.Build an effective innovation platform and communication platform for various departments;

High-level decision-making. Refers to decisions made by the senior leadership group. The nature of its decision-making belongs to strategic decision-making and macro-decision-making, which usually has the characteristics of overall, long-term and overall goals, and is a strategic decision.

Company positioning and product realization methods, organizational structure and department responsibilities, long-term work, short-term development goals General Manager.

The way to achieve the company's departmental goals and department management system, job responsibilities, salary management system Department leaders.

Inter-departmental coordination, achievement of departmental goals, assessment, methods for improving performance, review of the scope of authority of the department Deputy General Manager of the competent department.

Dear, hello, it is a pleasure to serve you In the enterprise, the senior management is generally more about programmatic decision-making, non-programmatic decision-making, business decision-making, sales decision-making, and decision-making is the basic function of high-level leaders of the enterprise, and it is also the core link in the entire leadership process. With the rapid development of social economy, market competition is becoming increasingly fierce and cruel, and the decision-making of senior leaders of enterprises is increasingly concerned by everyone. The introduction of a major decision may sometimes make the first troubled enterprise turn from decline to prosperity, and glow with vitality and vitality; One wrong decision can also lead a very strong business to decay.

Therefore, the development of enterprises objectively requires decision-makers not only to be familiar with the production technology and daily management of the enterprise, but also to understand some principles and methods of decision-making, and to raise decision-making to a kind of leadership art realm, know how to effectively use, and then achieve the expected results, which is important. This article only discusses how to deal with some basic problems in decision-making and make decision-making more effective. First, it is generally believed that the decision is the premise and basis of decision-making, and decision-making is the result on the basis of decision-making.

The two are closely related and inseparable. Some decision-makers may have this experience, in the absence of prior information, it is often difficult to make immediate decisions when encountering new situations and new problems that they are suddenly facing. Even if you make a decision, it is inevitable that there is a certain blindness.

In the past, the major mistakes exposed in some of our capital construction projects were often caused by bureaucracy, subjective assumptions in decision-making, and lack of attention to science. In order to improve the reliability and accuracy of decision-making, and try to avoid or reduce decision-making errors, high-level leaders should pay attention to the following three aspects: First, to solve the problem of understanding.

That is, fully understand the important role of science and technology in economic work, and attach importance to it as the basis for scientific decision-making. Although science started late in China, it has shown its effect in many aspects as a means to explore the future development trend of things, make evaluations and estimates, and provide scientific basis for decision-making. For example, the macro "objective model of national income" can analyze the development level of national income and study the important proportional relationship between the use of national income.

The micro aspect, such as the enterprise market pre-start, Qinshan measurement, demand and other aspects of the application is more common. It can be seen that with the development of science and technology, as a powerful means of survival and development of enterprises, it will increasingly play a greater role.