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自本期开始,我们将陆续刊出崔德乾先生的“中国企业家课堂”系列文章。该系列文章是有着多年培训经验的崔德乾先生的工作心得,他所提出的许多问题都是中国许多中小企业在实际工作中深感头痛的问题,我们希望崔先生的文章能够对我们的企业家在增强自身素质、提高企业和产品竞争力方面有所帮助。在本期中,我们刊出了该系列文章的第一篇——《中国企业家,你会管理吗?》,话虽然说得有些尖锐,但这正体现了崔先生的忧急之情。崔先生认为,许多中国企业的管理状况是有管无理的机制和缺乏游戏规则的管理,因此他开出了两剂药方。其一是放风筝管理,即企业家要善于抓大(企业发展战略)弃小(程序化管理和日常事务)放中间(执行层),要多到基层了解情况,用大多数时间研究制定企业的发展战略,事务性的工作放手交给职业经理人去完成,用少数时间去监督管理执行层。其二是运用马特莱法则,即企业家把主要精力放在20%的业务骨干上,再以20%的少数带动80%的多数,以提高管理效率。在下一期我们将刊出《中国企业,你的发展战略是什么?》。崔先生认为企业要想在竞争中胜出并确保可持续发展,必须有一个科学的企业发展战略及战略管理,但是中国许多企业,有的是有战无略,有的是完全没有战略,有的是战略不合理不实际,有的是战略计划与战略管理不一致。对此他提出,企业战略规划要分三步走,第一步是战略分析,第二步是战略制定,第三步是战略执行与管理。
Since the beginning of this issue, we will successively publish Mr. Tie Degan’s “China Entrepreneurship Classroom” series of articles. This series of articles is a work experience of Mr. Tie Degan who has many years of training experience. Many of the questions he raises are problems that many Chinese SMEs are deeply troubled by in their actual work. We hope that Mr. Cui’s articles will be enhanced by our entrepreneurs. It helps to improve the quality of the company and its products. In this issue, we published the first article of this series - “Does Chinese Entrepreneurs Do You Manage?” Although the words are sharp, it is a reflection of Mr. Cui’s anxiety. Mr. Cui believes that the management of many Chinese companies is the management of unreasonable mechanisms and the lack of management of the rules of the game, so he opened two prescriptions. The first is kite-flying management. That is, entrepreneurs should be good at grasping big (enterprise development strategy) and discarding small (procedural management and daily affairs) in the middle (executive level). They should learn more about the situation at the grassroots level and spend the majority of time researching and formulating enterprises. The development strategy, business-related work is handed over to professional managers to complete, with a small amount of time to supervise the management executive. The second is the application of the Matrell principle, in which entrepreneurs focus their efforts on 20% of the backbone of the business and 20% of the minority to drive an 80% majority to improve management efficiency. In the next issue we will publish “Chinese Enterprises, What is Your Development Strategy?”. Mr. Cui believes that if a company wants to win in the competition and ensure sustainable development, it must have a scientific enterprise development strategy and strategic management. However, many Chinese enterprises are somewhat wary, some have no strategy at all, and some are unreasonable and unpractical. Some of them are inconsistent with strategic planning and strategic management. In this regard, he proposed that corporate strategic planning should be divided into three steps. The first step is strategic analysis, the second step is strategy formulation, and the third step is strategy implementation and management.