1. Pay attention to cultivating employees' refined concept and consciousness.
Compared with other management ideas, refined management is a relatively novel management idea. Therefore, it is a long and complicated process to implement this new management concept to all employees and all aspects of management in telecom operators. To successfully implement refined management, senior managers need to create an atmosphere within the enterprise, start with cultivating employees' concept and consciousness of refined management, publicize the profound connotation and significance of refined management to employees in various forms, fully grasp and understand the soul and significance of refined management, and finally root the concept of refined management in employees' hearts. Only in this way can we change passivity into initiative and effectively promote the implementation of refined management.
2. The basic work of enterprise management needs to be further improved.
Basic management is the necessary foundation and premise for enterprises to implement refined management. Continue to standardize and strengthen the basic work of enterprise management, systematically sort out the management process, find loopholes and defects, and make all business activities of enterprises systematic, documented, streamlined, standardized and controllable, and finally standardize and systematize the basic work of enterprise management.
3. Make full use of information systems to support refined management.
The successful implementation of refined management depends on a large amount of data and information, which requires managers to flexibly use the existing information system, collect data in time and grasp the situation. On the one hand, it is necessary to integrate and optimize information systems, and gradually realize the transition from multiple independent systems with different majors to fewer but more complex comprehensive support systems. At present, there are too many information systems, and there is a phenomenon of "two layers of skin" in management and application, which is not conducive to learning and mastering at the management level, nor to data collection and maintenance. On the other hand, we should strengthen the use of information systems. Any information system is to support the normal operation of enterprises. Only by constantly improving and using the information system can we get more valuable information.
4. Business analysis and forecast need to be more refined.
The key point of enterprise management lies in decision-making, and refined business analysis and prediction are the premise and basis of decision-making. Unified customer information based on market segmentation needs to be further refined (such as customer complaint behavior data information, customer use value-added business behavior data information, etc.). ). Business analysis should be a comprehensive and systematic analysis and diagnosis of the company's operating conditions, rather than just staying at the simple customer, market, financial and other levels. It is necessary to comprehensively analyze the business status, financial status, network resource allocation and human resource management of enterprises and analyze the causal relationship between them, which requires the establishment of scientific and systematic analysis methods and the improvement of analysis tools. However, at present, the business analysis method adopted by telecom operators is single, and the business analysis template is basically not established, which leads to different people and different departments facing the same data and getting different results.
5. Completely change from extensive marketing to refined marketing.
Facing the diversified, hierarchical and personalized needs of customers, the traditional extensive marketing has lost its advantages, and the refined marketing based on customer information, customer value and behavior and customer quality service has gradually been accepted by major operators. Employees believe that the company attaches great importance to the refinement of marketing, which is the most important aspect in the process of implementing refined management in enterprises at present. However, in the process of implementing refined marketing, operators pay more attention to implementing marketing strategies, reorganizing marketing processes, product design and management, and market segmentation, while paying less attention to the refinement of service standards, service contents and service channels. Segmentation and finding the target market is only the beginning of refined marketing, and refined products and services are the key to refined marketing. Because products and services are the basis of marketing, without good products and services, any marketing methods and methods are based on "castles in the air". In addition, in the refined operation, the guarantee system of refined marketing is execution and control points. The strength of marketing team's execution and whether the operation is in place are important differences between refined marketing operation and extensive marketing operation, and are also important signs to measure the refined operation level of marketing team. Execution is not in place, execution deviation or superficial execution is not really executed, usually because of poor control.
6. Establish a refined investment management system.
In order to ensure the implementation of refined management, it is necessary to establish investment management analysis system, early warning mechanism and corresponding organizational guarantee. Through the establishment of the whole process investment management evaluation mechanism, business evaluation is implemented in business planning, pre-evaluation and post-evaluation are implemented in the planning project management process, and a scientific, reasonable and complete process and closed loop are established ... >>
Question 2: How to do a good job in basic management and enhance the competitiveness of enterprises? First, build an excellent team and improve execution.
Improve competitiveness, so that enterprises can find a better way to operate, strengthen their competitive position in the market, or create new business opportunities, but also provide the funds needed for growth. At present, the competition in the market is ultimately the competition for talents. A successful enterprise has five strengths: 1, and competitiveness (the ability to gain profits in market competition). 2. Execution (the ability to do things correctly). 3. Growth ability (ability to continue to make profits). 4, vitality (the pursuit of ideal internal strength). 5. Learning ability (the ability to absorb knowledge and skills). Excellent team is the core of improving competitiveness, so we in Jiangsu Yinhe have always adopted the method of internal training and external recruitment to form an excellent team with strong execution, loyalty, innovation and learning.
Second, casting brands to improve product competitiveness.
In the market economy, people trust and pursue brands because brands can give consumers perfect promises, which include not only perfect quality, but also value-added services. With a brand, we can gain a foothold in the market and win the world, and the competitiveness and added value of our products can be fully displayed.
Third, pay attention to detail management and improve profitability.
Details determine success or failure, which has become a strong voice in modern enterprise management. Today's flour industry is a low-profit era, but the flour industry we are engaged in is not only a good thing, but also a low-profit systematic project. Therefore, it is particularly important to pay attention to the detailed management of enterprises. Do every ordinary job you do well, be serious, practical, in-depth and thorough, cultivate and establish the spirit of pursuing Excellence, establish a scientific attitude of seeking truth and being pragmatic, and strive for perfection and meticulous work style and good living habits. Practice has proved that the cost control of flour industry is the key to improve efficiency.
Fourth, operate scientifically, seize business opportunities and obtain operational benefits.
I personally think that 70% of the profits of the flour industry come from grasping the market opportunities. How to grasp it is mainly based on four words, namely, static, accurate, malicious and skillful. Quiet means looking at the overall situation, thinking calmly, sizing up the situation and grasping the trend. Be accurate, assess the situation, carefully analyze, wait calmly and seize the opportunity. Tough: Take the initiative when encountering business opportunities. Clever: flexible use, clever business opportunities.
5. Optimize and integrate internal and external resources to maximize the value chain.
Tap the potential and advantages of human, financial, material and resources within the enterprise, make use of all favorable factors inside and outside, skillfully use policies, integrate internal and external resources, maximize the value chain of enterprise resources, improve the core competitiveness of enterprises, and enhance the overall profitability of enterprises.
Six, with a lasting core concept of corporate culture, can the foundation last forever.
The essence of corporate culture is innovation, which can make enterprises develop continuously and expand their scale, so the development of corporate culture is particularly important. With the help of corporate culture, a scientific and effective incentive mechanism and a platform for employees to realize value are formed, so that employees' ideas and behaviors can be integrated into the vision and goals of the enterprise, thus promoting the healthy, orderly and rapid development of the enterprise.
Question 3: How to strengthen the basic management of the industry 1. The factors that form weak basic management are long-term.
Therefore, solving problems should also be based on bit by bit accumulation, perseverance and long-term consideration.
On the surface, problems such as inaccurate business statements and untimely reports are all minor problems, which seem to be minor mistakes that can be easily corrected with a little attention. However, the reasons for its formation are complex and diverse, including many factors such as insufficient attention from leaders, inadequate supervision and inspection, and poor professional skills of employees. The author has participated in the investigation of 55 express mail deletion results, and spent half a month, and can hardly find anything that can be used as a basis for judging the problem. The main reasons are: the courier business is not standardized, and the relevant records and vouchers are incomplete. Finally, the mystery was solved by reading the archives sealed by the postal central bureau and combining with the dictation of the business personnel. It can be concluded that strengthening basic management is by no means an isolated solution to the problems of leaders or employees, nor is it a one-sided emphasis on supervision and inspection or employee self-discipline. The key to the problem is to establish a way of thinking or path: starting from the simple and basic, starting from the visible to the naked eye, step by step, comprehensively considering various factors, and realizing the continuous standardization and standardization of enterprise management in three years or even longer.
Second, the content of basic management is relatively broad.
Therefore, it is not possible to grasp basic management at once. A bureau should have a key point at a time, and we should hold on to it, so as to achieve breakthrough results.
From different angles, the content and form of basic management have different characteristics. It is necessary to fully combine the actual situation of this bureau and this unit for a period of time, focus on arranging basic management tasks, and distinguish which is more important and which is more prominent. We must devote ourselves to the problems we find and the common problems. For example, in the process of rectification, Heilongjiang Post Office firmly grasped the two key points of stamp collecting and express delivery, and established a system of self-inspection and ten-day reporting, requiring key issues to be reported at any time. The problems reported by the bureaus were classified and summarized one by one, and the verified problems were handled by the provincial bureaus in accordance with relevant policies and regulations. At the same time, carefully analyze typical problems and study and formulate corresponding countermeasures and methods. It can be said that taking key majors as the breakthrough point, paying close attention to the key links of the problem, driving the whole province with key areas, striving to grasp the regularity of illegal business practices, and combining the method of close cooperation between self-inspection by each bureau and re-inspection by the provincial bureau, the special rectification work was promoted with high quality and efficiency, and the rectification work was solid, concrete, sustained and in-depth, horizontal to the edge and vertical to the end.
Third, basic management is the guarantee of enterprise competitiveness.
So the competitive environment has changed, the competitive demand has changed, and how to keep up with the basic management has become a prominent problem.
The following figure touched me a lot, and its basic enlightenment is that enterprises need rich basic management at the bottom to ensure a stable and lasting competitive advantage.
Looking back on the growth history of powerful enterprises, it is not difficult to find that basic management can be the evidence of strong competitive resources for enterprises. Toyota's manager once said: "The most difficult task for Toyota is not the research and development of cars and technological innovation, but the placement and operation of a rope by skilled workers in the production process." KFC is very popular in China in recent years. There are strict regulations on all aspects of its operation and management, including the efficiency and quality of distribution system, the exact weight of each ingredient, the order of cutting vegetables and meat, the thickness of blades, the minute-by-minute limit of cooking and frying time, the specific cleaning process and quality, and the daily error inspection and evaluation of each link. Every bit in hundreds of working procedures should be operated in an orderly and standardized manner. In short, the management of these powerful enterprises has one thing in common: they are followed everywhere and standardized everywhere.
Looking back on the postal enterprises themselves, in recent years, postal network resources and network resources have become market hotspots and enterprise development advantages. However, although the basic management of enterprises is a competitive resource, it is often ignored by us, so that some basic management problems are constantly exposed. All kinds of realities require us to solve the problems that are not strict, meticulous, accurate and practical as soon as possible from the perspective of basic management. Only in this way can our network and outlets truly show their advantages, and the advantages gained are strengthened rather than weakened.
......& gt& gt
Question 4: How to improve the management level and quality of grass-roots managers? Reprint the following information for your reference.
How to improve the quality of grass-roots managers
Judging from the crisis of human resources in many enterprises, the reason of staff turnover rate in labor-intensive private enterprises is not only salary, but also the quality of grass-roots managers.
First, the low quality of grass-roots managers.
1, simple and rude working method
Needless to say, this article can be ranked first. Some grass-roots managers with low quality are only equivalent to task allocators and inspection sensors. It is no different from a cold machine that follows procedures and specifications. When communicating, your face is ugly and your words are ugly. Bad attitude hurts people, mainly because they are depressed and often ask to leave. Procrastinate and cover up the problem so that it can be covered up and done.
2. Serious egoism, good at execution, not good at thinking.
What enterprises expect most from grass-roots employees is execution, that is, there is no excuse. This has been handed down from level to level, which makes the grass-roots managers have a deeper understanding of this, put forward fewer conditions, give fewer reasons, and have fewer problems, which slowly leads to unreasonable obedience, unable to handle affairs objectively, unable to feed back the problems caused by the mistakes made by superiors, and indifferent to the reasonable demands of subordinates.
3. selfish thoughts.
Some grass-roots managers use power to show their authority, give orders and draw a prison. Many grass-roots managers rarely get promotion opportunities due to various restrictions, and some people will try their best to get greater benefits. For peers and subordinates, they occupy their own position everywhere, and even abuse power for personal gain. In addition, because they are most familiar with the grass-roots situation, grass-roots employees have no tricks in the game of various requirements of enterprises and are at a disadvantage.
Second, the reasons for poor quality of grass-roots managers
The reason of 1. function positioning
(1) The initiative of front-line employees has deteriorated.
Due to the development of the era of machine industry, the standardized management of various standards, and the requirement of quick profit-seeking for enterprises, the design of organization and process has simplified, weakened or even degraded some functions. For the work design of front-line operators, try to make their working methods detailed, simple and convenient, standardized, easy to be skilled and efficient, not easy to make mistakes and easy to check. Tie employees to the machine work assembly line, process and specification, and minimize the influence of employee initiative on work.
(2) Grass-roots managers can be compared to a small team leader, who is responsible for the management of personnel management, resource scheduling, work progress, cost control and quality supervision of the whole team. However, due to the standardization of various specifications and the need of cost control, supervision, feedback and coordination are mainly considered in the functional design, because it is known from the design that problems in the process will be reported, and the following problems will not be solved, and the cost, quality, progress and coordination will not be solved. Therefore, the selection criteria of grass-roots managers in some enterprises have evolved into being able to manage people, people and teams, while others rely on processes and systems. So are their superiors,
2. Corporate culture and environmental reasons
First, the requirements of cost and speed, the control of labor costs by enterprises is decentralized to the grass-roots managers, who have a large number and limited functional orientation, and do not necessarily need strong autonomy and ability. Therefore, the salary evaluation level is low, and the salary range and development outlet are narrow. Their salary and status are not valued. Speed requirements do not allow grass-roots managers to carry out in-depth and meticulous work, and they can only submit to humiliation and not ask for a solution. Second, enterprises regard grass-roots employees as the means of production like other resources and can treat and manage them like machines. Third, the management is out of touch. Some supervisors and managers above grass-roots managers are strategists on paper. From school to office, they failed to appreciate and understand the situation of grassroots personnel. Daily management is also based on patterns and processes, regardless of the needs of grassroots employees. And I hope its managers can handle it well, so that even if the relationship between the bottom employees is tense and the turnover rate is high, they will tolerate and shelter their managers.
3. Personal reasons
Most grass-roots managers have low cultural quality, weak foundation and low management level. Some are just training for enterprises, only familiar with the cultural values of enterprises, but unable to handle them flexibly. This method is very simple. In addition, the grass-roots managers of enterprises flow quickly and lose a lot. Like on the battlefield, many people are promoted by the front line, and they know little about management knowledge, so it is difficult to improve their management ability.
Grass-roots managers are at the end of pressure transmission. There is no turning back ... >>
Question 5: How to strengthen the basic work of enterprise management? The implementation of any new management ideas and the adoption of management methods and means need good basic management work to support them. In the new century, under the background of global competition, as a large-scale rare and precious metal group company with strong integration of exploration, mining, mineral processing and smelting, it is particularly important to have a solid and excellent management foundation. With the reform and opening up, foreign advanced management ideas and methods are pouring in, so we should learn to choose from them.
Enterprise management is like a big tree, the basic work is the root, and the deep roots can flourish. In the basic work of enterprise management, first of all, let every employee know his own enterprise and enterprise culture, and encourage, unite, motivate and cultivate people through enterprise culture. Through correct and reasonable management methods, we will constantly tap the potential and qualifications of employees, enhance their ideological realm, and improve their loyalty, sense of belonging and self-discipline ability.
Management concepts and methods should be closely related to national conditions, national traditions, cultural background, enterprise characteristics and other factors. We must proceed from the reality of the group company and find a brand-new management method suitable for the development characteristics of this enterprise. Let our management really inspire employees' enthusiasm, creativity and team spirit, and realize the organic unity of employee value sublimation and healthy and vigorous development of enterprises.
Question 6: How to improve enterprise basic management 1. How to convey your ideas to subordinates (one-on-one? Unification? ), with new knowledge, they should be able to learn useful experience and knowledge.
2. Arrange the appropriate person to follow up the daily work that the superior cares about, and form a report regularly.
3. Whether the annual performance target and implementation plan have been formulated and summarized quarterly to see whether it has been completed, what are the reasons and measures, and how effective it is.
4. Whether the incentive mechanism is appropriate and whether people with good performance will get more returns determines whether people in your department have centripetal force.
5 whether the activities of the department are centered on team building, that is, eliminating contradictions, respecting each other, emphasizing the team, and advancing and retreating together.
6. The responsibilities at work don't vary from person to person.
Question 7: What are the measures to improve the management level of enterprises? First, to improve the management level of enterprises, we must first do a good job in the basic management of enterprises. Enterprise basic management mainly includes: (1) standardization. Standardization includes the formulation, implementation and management of technical standards, management standards and working standards. Standardization requires the characteristics of "new (new standard), complete (sound standard) and high (high standard level)". (2) quota work. Quota refers to the specified quantity penalty limit for the consumption, utilization and occupation of manpower, material resources and financial resources under certain production technology conditions. The requirement of quota work is practical, and quota comes from practice, which is an abstraction of practice, not a subjective conjecture; Quota work requires authority, and quota is issued through certain approval procedures; Quota work requires generality, and quota is the abstraction of practice; The quota work needs to be phased, the practice is developing, and the quota should be adjusted in time. (3) Measurement work. The core of measurement work is to obtain data and evaluate data. Without measured, accurate and reliable data, the production and operation of enterprises will lose their scientific basis. (4) Information work. Information work refers to the management of data collection, processing, transmission and storage. , is necessary for the production and business activities of enterprises. Modern enterprises must improve the information system with accurate data and sensitive information, so that the production and operation process of enterprises can be gradually brought into the track of computer management. (5) Improve the work of rules and regulations. It is necessary to establish and improve a set of internal economic responsibility system of enterprises coordinated by vertical and horizontal chains. (6) Basic education. Vigorously improve the political, cultural and technical quality of employees. Second, strengthen the management accounting function. Improving the management level of enterprises Management accounting is a new subject that meets the needs of internal management of enterprises and scientifically uses relevant technical methods to collect, sort out, calculate and analyze data to measure, evaluate and predict economic activities, thus providing information services for enterprises to improve their management level and economic benefits. The basic function of management accounting is "management" (specifically, participation in enterprise management). The meaning of management refers to the activities of coordinating the human, material and financial resources of an enterprise to achieve its business objectives. The content of management includes five aspects: planning, organization, command, coordination and control. According to the time sequence of business activities, the management function of management accounting can be divided into three links: pre-management, in-process management and post-management. Prior management includes: (1) forecast. Adopt various technical methods to collect data about the internal situation of the enterprise, the operating conditions of competitors, the trend of market changes, etc., analyze and speculate on the expected income of long-term investment projects and the future development direction of the enterprise, and sort out more detailed written reports or statements. (2) decision making. Decision-making is the key link of enterprise management activities and the core content of management accounting. According to the special needs of management decision-makers, providing relevant accounting information is mainly based on in-depth analysis of various data, putting forward a variety of alternative schemes, and comparing and evaluating various feasible schemes to provide reference for decision-makers to choose or optimize correctly. (3) plan. According to the objectives, characteristics and conditions of the project, comprehensively plan and arrange enterprise resources. Process management includes: (1) organization. According to the plan, help managers to provide targeted construction and reference schemes for managers, adjust the original plan, correct economic indicators and improve economic measures with the least useful information. Post-event management includes: (1) accounting. It records, classifies and compares the economic data of enterprises. (2) Analysis and evaluation. That is, evaluating enterprise activities, measuring the performance of managers and operators, and providing reference opinions for improving enterprise management and improving economic benefits. Third, improve the enterprise statistical system. The statistical work of improving enterprise management level reflects the appearance and development law of things by collecting, summarizing and calculating statistical data. It is not only a means to realize the modernization of enterprise management, but also the main content of enterprise modernization. Statistical information not only reflects the current situation of enterprises at a certain point in time, but also reflects the dynamics of enterprises in a specific period; It not only reflects the scale of the enterprise, but also reflects the structure of the enterprise; It not only reflects the speed of the enterprise, but also reflects the benefit and efficiency of the enterprise; It not only reflects some quantitative characteristics of enterprises, but also reflects some quality characteristics of enterprises; It not only reflects the situation of this enterprise, but also reflects all aspects related to its operation. Therefore, using statistical information, we can not only make quantitative and qualitative analysis of things themselves, but also make comprehensive analysis of different things, which can not only be compared horizontally, but also sum up history and predict the future. & gt
Question 8: How to strengthen the formulation and implementation of basic enterprise management laws and company rules is a prerequisite for any company to connect with the world and communicate with human society as a normal company and make profits.
The solemnity and dignity of national law
Question 9: How to effectively promote the internal basic management of enterprises? As mentioned in the question, the suggestions are as follows:
1, establish and improve the internal rules and regulations of enterprises.
2. Establish a reasonable production, operation and administrative management structure, define the functional scope of each department in the structure, and improve the responsibilities of each post.
3. Establish a personnel training mechanism, strengthen training, cultivate enterprise talents, and improve the quality of key personnel.
4. Improve the assessment mechanism and strengthen management.
The above can be used as reference suggestions for strengthening internal management.
Question 10: How to strengthen the grass-roots management of enterprises? Grass-roots management is an important part of enterprise management. Doing a good job in grass-roots management is of great significance for building a high-quality workforce, grasping the production and operation management of enterprises, enhancing the development potential of enterprises and realizing the sustainable development of enterprises.
So, how can we become a qualified grass-roots manager? As the saying goes, "it takes hard work to strike while the iron is hot." To do a good job in grass-roots management, managers must have the necessary qualities, that is, knowledge, ability and management art.
First, sufficient knowledge accumulation.
Knowledge is needed to do any job well. Knowledge is not necessarily a qualified manager, but without knowledge, you can't be a qualified manager. Therefore, grass-roots managers must have certain production knowledge, technical knowledge, management knowledge and cultural theory. Grass-roots managers directly face the specific work of production, technology and management. If they don't accumulate enough knowledge, they will be divorced from reality, which will inevitably lead to "blind command" and "recklessness". Recently, Ordos Group Company has trained management cadres and technical backbones, so that every manager and technical personnel have the necessary knowledge. Knowledge accumulation is a step-by-step process, and we should always keep learning. Because the situation and tasks we are facing are constantly changing, we must constantly update our original knowledge to meet the needs of management progress. A viable enterprise must be a learning enterprise, and only a learning enterprise can become a long-lived enterprise.
Second, considerable management ability.
The so-called ability is the ability to find, analyze and solve problems.
We often encounter many problems in management, and it is precisely because there are problems that we need to analyze and solve. The level of finding, analyzing and solving problems itself reflects the level of managers. The problem is contradiction. We must arm our minds with Marxism-Leninism and ideological theory, and analyze and solve all kinds of problems we face with scientific viewpoints and methods. The first is to find the problem-find the main problems and tendentious problems (that is, the main aspects of the main contradictions and contradictions) among many problems, which are the key problems that affect the overall situation, and other problems are derived from them. Therefore, we should have the insight of Shuang Yi and Ye Zhiqiu; Analyzing the problem is to understand the root cause and related factors of the problem after careful investigation and careful thinking, and put forward the solution to the problem; To solve the problem, we must first solve the main problem. When the main problem is solved, other problems will be solved. Solve the problem decisively, don't delay the opportunity.
Third, the science and art of management
The author believes that management art includes the art of employing people, the art of communication, the art of praise and criticism.
You should know people when choosing people. Knowing people and being good at their duties, we should take their strengths and avoid their weaknesses. The arrangement should show the intention, point out the main points and methods, limit the work progress, and carry out inspection and supervision. If you want to keep your word, you will do what you want. Don't just decorate, don't check, or check without assessment, let alone do a good job.
Good at communication. Only through communication can we get exact information. Communication is an important means of "knowing people", the premise of "making good use of", and also an important way and means to reflect the affinity, appeal and cohesion of managers; Communication is one of the means to find problems and an important basis to solve them. In a word, it is impossible to manage well without good communication.
Good at praise and criticism. Praise and criticism are important means of management. Being good at praising can stimulate the enthusiasm and creativity of subordinates and maximize their potential. Praise should carry weight, but it should not be exaggerated. You should let your subordinates feel your sincerity and be encouraged from the bottom of your heart. Don't praise casually, don't engage in spiritual bribery. Spiritual bribery plays a temporary role at best, but the consequences are unimaginable and must not be imitated within the organization. Otherwise, it is difficult to establish a good corporate culture atmosphere.
It is also important to be good at criticism. When criticizing, we must stand in the position of helping the other side correct mistakes and convince the criticized person. It is necessary to point out the root and key points of subordinates' mistakes. Being good at criticism often has a better effect than praise.
Communication, praise and criticism are indispensable means of humanized management. They are good at application, smooth and smooth, poor in application and full of loopholes.
Four, according to the law, get twice the result with half the effort.
In management, we must follow the basic law of management-the hierarchical principle of management. It is necessary to set up scientific administration and decentralization in accordance with the organizational structure, with clear powers and responsibilities, and fully mobilize all positive factors. Meet the requirements of ... >>