The development of small and medium-sized enterprises encounters two basic problems: one is how to integrate into the changes of environmental factors, and the other is how to make rational use of internal resources. The adaptation of enterprises to environmental factors should be based on internal harmony, and improving internal management is the most basic work of enterprises and the guarantee of their survival and development.
Therefore, people feel it is necessary to scientifically study and analyze the management problems that hinder the success of small and medium-sized enterprises from the perspective of improving their own management ability, so as to improve the management ability of small and medium-sized enterprises in China and make them develop healthily physically and mentally.
Management Status and Problems of Small and Medium-sized Enterprises
0 1 The management mode is extensive and the management consciousness is outdated.
Many managers of small and medium-sized enterprises lack personal business management experience, and they rely on intuition and work experience to manage enterprises while entering the sales market. Managers are mostly family members and old employees, and there are unreasonable management methods such as unsystematic management, extensive management, work experience management and family management. In view of the imperfection of the potential user management system software of most small and medium-sized enterprises in this link, the lack of targeted and standardized management system has greatly weakened management efficiency and economic benefits.
In addition, many small and medium-sized enterprises lack understanding of the necessity and practical significance of independent innovation, which is a major obstacle to the lack of independent innovation in enterprise management, leading most small and medium-sized enterprises to blindly follow the trend to pursue perfection, ignore the benefits of short-term economic profits, and pay attention to the long-term development strategy of long-term sustainable development of enterprises.
The definition of responsibility within the enterprise is not clear.
Defining the internal post responsibilities is the premise of the normal operation of enterprises. The establishment, management, supervision and reasonable control of the right to use can improve the efficiency of resource allocation and mobilize the enthusiasm of actors for property rights. As we all know, in China, this unclear definition of responsibility is common in small and medium-sized enterprises.
The vast majority of small and medium-sized enterprises feel that enterprise assets are personal assets in the early stage of development, which is different from state-owned and collective economy and can not find the problems of right to use, contract and supervision. However, with the continuous development of China's market economic system and increasingly fierce market competition, many small and medium-sized enterprises have many problems in their internal management.
03 lack of internal management personnel
In China, because small and medium-sized enterprises started late, most of them were developed by small processing plants. After all, the total number of high-level talents in the family's internal team members is insufficient, and the managers of its internal high-rise residential buildings are generally held by employees of large families, which makes the enterprises generally have problems such as unstable internal managers, poor management professional skills, shortage of management professional knowledge, outdated management concepts and low management level. It's not that excellent management talents of extended family members can't give full play to management efficiency, which hinders the improvement of management level and easily leads to brain drain.
Lack of appropriate management decision-making system
Because most small and medium-sized enterprises lack excellent management talents, enterprises do not do market research when making many management decisions, let alone make strategic development plans and write feasibility reports. The overall goal of regional agent marketing is only based on their expected company profits. With such a management decision-making system, no amount of goods can quickly seize the market. In the absence of scientific research on the basic and specific information content of the sales market, managers can only rely on their own subjective judgment when making decisions, which is obviously not available. You can take a look at the business management courses on display.
In other words, in China, the independent management innovation of enterprises, especially small and medium-sized enterprises, is still in the initial stage of understanding and integrating into the sales market. The level of intelligence is relatively low, and there is still a big gap with enterprises in capitalist countries in western countries. Therefore, establishing and perfecting the independent innovation management system of enterprise management has become the key content and important link of enterprise reform and innovation in China.