What are the ways for enterprises to improve their execution?
It is necessary to have a clear summary of strategic thinking, a suitable goal orientation, and the ability to rationally decompose tasks.
First of all, managers' strategic thinking should be summarized accurately and clearly, and subordinates should know what is the connection between what we are doing now and what we will do in the future and what we will achieve in the future. Only in this way can our subordinates understand why they should do this and do it according to this standard, otherwise what kind of bad consequences will be caused, and he can understand or express it more accurately when assigning tasks to employees and better grasp it when implementing it.
Secondly, a clear goal is the premise of improving execution. A clear goal is the direction of execution and the traction of execution. Medium-term goals, especially short-term goals, should be specific and can be considered. Usually, some indicators are used to specify the goals and tasks completed by each department or individual. Indicators should be set accurately and can be implemented, and making appropriate indicators is the basic work that management should do.
In addition, task decomposition is very important. The formulation of goals is only the basic work, and the real implementation must decompose the goals layer by layer until each department or post can clearly know what tasks they want to complete and how many tasks they want to complete. Specifically, the following problems should be solved:
1, who will execute it?
The executor must be able and willing to execute it.
2. When will it be finished?
Many times, when we assign work, we don't specify the completion time of the work, especially for some long-term work, which is often anticlimactic, and some work completed in stages has no time limit.
3. Where to do it
Let the executor know where to do it.
4. Standards
There should be standards for doing things, and these standards should be quantified as much as possible. This is the beginning of scientific and standardization. Without standards, it is difficult to explain whether things are good or bad, and leaders' own preferences and impressions cannot be used as standards.
5. How to do it
Teach or guide how to do it according to the ability and level of different subordinates. If the subordinate has the ability, point out the principles or standards and let him do it. Otherwise, tell him clearly how to do it.
Second, good communication is the basis of improving execution.
If there is anything that can make employees more clear about the direction of implementation, it is good communication. Pass the decision to employees at all levels, help them understand the goals that need to be completed, gain their support, and gain more consistent recognition of completing the goals and tasks.
Establishing good communication is an important way to improve the working atmosphere, and good communication is the basis of implementation. Through full communication, we can reach a more consistent consensus on the completion of goals and tasks. Imagine that in the process of formulating strategies, goals or plans, executives are not allowed to participate, there is no good communication between superiors and subordinates, and executives lack a sense of identity with the plans formulated by managers, which will lead to passive implementation.
In the process of implementing strategies, goals or plans, communication plays a more important role. Assuming that the person subjected to execution encounters difficulties, he can't communicate with the supervisor through convenient and quick channels, so he has to solve the problem according to his own understanding and way. As the saying goes,' One short step makes a long regret'. The way the executor handles the problem may be quite different from the idea of the supervisor, and it is inevitable that the final execution will be out of shape.
Third, using good people and granting good rights is an important part of ensuring execution.
Knowing people and being good at their duties is a major task of leaders. Putting the right people in the right place can ensure the completion of the task. Appropriate authorization can ensure that subordinates have the right and responsibility to accomplish their goals and tasks. Reasonable authorization includes defining tasks and distinguishing responsibilities. You can't just authorize without assigning responsibilities, nor can you just assign tasks and responsibilities. Power is not in place.
Fourth, strengthening supervision, rewards and punishments is an important guarantee to enhance execution.
Someone put forward a formula of "executive power = system+supervision+rewards and punishments". First, there should be a mechanism to check and evaluate the implementation. System is the foundation, supervision is the guarantee, and rewards and punishments are the link. A successful enterprise is inseparable from scientific prediction, correct decision-making, strict management and effective supervision. The implementation of the system needs not only conscious maintenance, but also organizational supervision.
1, pay attention to system and articles of association supervision. A feedback system of budgeting, reporting, checking and handling can effectively restrain the executors and the execution process.
2. Before training, during monitoring and after remedy.
3. Reasonable and effective evaluation system. Take the implementation rate and implementation results as the main basis for individual and collective assessment, and combine result management with process management.
4. Fair rewards and punishments. Rewards and punishments are only a management tool, and clear rewards and punishments will have a very positive effect. If rewards and punishments are improper, it will hit and dampen the enthusiasm of employees.
Five, the construction of enterprise execution culture
The essence of executive power is a corporate culture and an executive power culture. According to the characteristics, modes and methods of corporate culture construction, the executive power of enterprises is constructed. "Executive culture" can be understood as "detail-oriented" culture. The fundamental task of building an enterprise's executive power culture is to improve the overall quality of employees, build a code of conduct without excuses, create a cultural environment and ideological atmosphere without excuses, and make it the norm, belief and spiritual strength of every employee in the enterprise, and treat and do every job well with a highly responsible attitude.
How to improve the execution of enterprises
First, use employees who can perform.
For a marketer, marketing skills and business knowledge do not represent his ability, but the awareness of customer service and the desire for success are what he should have. Whether employees' ability level can be brought into full play determines their investment level, which is influenced by two factors: the requirements of enterprises for employees and the resources provided by enterprises for employees. Therefore, enterprises should make full use of and give full play to the interests, hobbies, specialties and personalities of each employee, arrange them in appropriate posts according to the requirements of post responsibilities, assign reasonable tasks and provide appropriate means of production and support, which will directly stimulate the enthusiasm of employees.
Second, let employees participate.
In order to compete effectively in the market, enterprises must have a clear strategic plan and change the plan flexibly when the situation changes. Changing plans means opportunities for enterprises, but it seems to mean destruction for employees. Because there are reciprocal obligations and commitments between employees and enterprises, including publicly described and implicitly undeclared, these obligations and commitments define their relationship, and changes in enterprises, whether active or passive, whether right or wrong, have changed the content of the agreement. If the enterprise does not allow employees to participate in the formulation of new measures, employees will not be able to understand the intention of change, and the measures for change will be difficult for employees to accept. Therefore, only by participating, employees can easily accept it. Moreover, employees often know the crux of the problem, the methods of improvement and the ideas of customers best. When there is an emergency at work, they will make some maneuvers according to the overall situation. Moreover, I was deeply impressed by the strategic plan I participated in, and my consciousness and sense of responsibility were greatly enhanced in the implementation, which improved my work efficiency.
Third, establish an incentive and restraint mechanism.
The so-called motivation means that leaders follow the law of human behavior, use the means of combining material and spirit, and adopt multi-channel and multi-level methods to stimulate the initiative and creativity of subordinates to the maximum extent, thus ensuring the realization of organizational goals. According to Maslow's hierarchy of needs, people have five needs: physiological needs, security needs, social needs, respect needs and self-realization needs. People's demand structure is not only hierarchical, but also gradual, positive, different and exceptional. Enterprises should implement different incentive policies and adopt different incentive means, methods and skills according to employees in different stages, departments and positions.
At the same time, any incentive measures may lead to various behaviors of employees, but some behaviors are not expected by enterprises. Therefore, on the basis of supporting incentive mechanism, a reasonable restraint mechanism should be established. Otherwise, employees only want to get benefits, and their behavior will deviate from the organizational goals. The generation and cultivation of inspirational execution in the workplace is based on practical incentive and restraint mechanisms. Without a good incentive and restraint mechanism, there is definitely no execution.
Fourth, establish a perfect employee training system.
In the era of knowledge economy, the skills and knowledge needed in work are accelerating. Only by continuous learning can we improve our adaptability to society and thus improve our execution. Only using free employment behavior is the destruction of the sustainable competitiveness of enterprises. Therefore, enterprises must establish a systematic and scientific training system to maintain the development of employees. Only effective training can enable employees to effectively implement the business strategy of enterprises.
Siemens has always adhered to the idea that human ability can be improved through education and continuous training, and has formed a unique training system. First, training new employees to ensure that employees have a high technical level and professionalism as soon as they formally enter the company, laying a solid foundation for the long-term development of the enterprise; The second is on-the-job training, which mainly includes business, system and management skills training. On the one hand, it reserves a large number of talents for the company, on the other hand, the development and progress of employees themselves has become an important indicator to measure their quality of work and life.
Verb (abbreviation of verb) establishes a timely follow-up mechanism.
A good strategic plan made by an enterprise is not omnipotent, and it may not guarantee the realization of the goal, because the implementation of the strategic goal is a long and complicated process, which needs constant follow-up. We should consider all possible factors, risks and expected benefits, and evaluate employees in all aspects according to indicators such as achievement rate and productivity, so as to urge them to constantly reflect.
Follow-up by time. First, follow up in advance and give employees early warning when potential risks are found. The second is to follow up in the process, find solutions after finding problems in the task, and let the employees' work return to the right track. The third is to follow up afterwards, find out the reasons after the problems appear, and provide remedial suggestions and specific measures to prevent employees from making the same mistakes again in the future. It is an important control measure to improve employees' execution by following up and sending a signal to urge employees to take action and ensure the coordination and synchronization of work.
Four aspects of improving the competitiveness of enterprises
First, improve and perfect the enterprise financial budget management organization.
Improve the corresponding financial budget management institutions, responsible for the organization and implementation of enterprise financial budget management. In order to promote enterprises to establish a sound internal restraint mechanism and strengthen financial budget management, enterprises must set up budget management institutions, such as financial budget committees or general manager's office meetings, take charge of specific matters of financial budget management in combination with corresponding policies and regulations, improve the awareness of financial budget management at all decision-making levels of enterprises, determine the legal representative of enterprises as the first responsible person, strengthen leadership and clarify responsibilities. Budget management is a systematic project that integrates budget preparation, implementation, control, evaluation and encouragement into enterprise production and operation activities, involving all aspects and links of enterprise management and production and operation, and is implemented by different departments and employees, so all employees need to participate in the process of budget management directly or indirectly. Policymakers should give strong support in the process of financial budget management, communicate and coordinate the rights and responsibilities between superiors and subordinates, departments and employees, and mobilize the enthusiasm of all departments to participate in financial budget management in order to achieve comprehensive budget management.
Two, according to the enterprise development strategy to determine the enterprise budget management objectives
Enterprise financial budget management based on enterprise strategic objectives can make enterprises organically combine immediate interests with long-term development and promote the sustainable development of enterprises. Financial budget without strategic awareness is a short-term behavior of enterprises, which will lose the correct direction and cannot enhance the market competitive advantage of enterprises. Therefore, enterprises should make clear their strategic objectives and take a series of measures around the formulation, implementation and control of enterprise strategies before carrying out enterprise financial budget management. On this basis, the budget of each period is compiled, so that the budget of each period of the enterprise can be connected and the blindness of budget work can be avoided. Enterprise financial budget management is subordinate to enterprise strategic management, rather than simple enterprise forecasting strategies and methods. The strategic orientation and goal of an enterprise will directly determine the choice of budget mode, budget focus and key guarantee, and how to determine the budget goal. Only when the financial budget is positioned in this way, that is, on the strategic objectives of enterprises, can budget management have vitality. Therefore, in order to implement financial budget management, enterprises must formulate enterprise development strategies, determine enterprise strategic objectives and grasp the correct objectives and direction of financial budget management according to the market environment and existing resources of enterprises.
Three, the correct use of financial budgeting procedures and methods
The financial budget of an enterprise shall be based on the long-term strategy and development plan of the enterprise, taking into account the future policies, regulations, economic and natural factors, and compile the total financial budget of the enterprise from bottom to top, which will be used as the official budget plan of the enterprise after being examined and approved by the enterprise budget Committee. However, the implementation of this plan must be decomposed into internal units as a whole, which is one of the key links of enterprise financial budget management. After doing a good job in strategic positioning and target analysis, enterprises should determine the procedures and methods to be adopted in preparing financial budgets in light of the actual situation of enterprises. Although the procedures of financial budget are similar in every enterprise, a more scientific approach should be based on the procedures of bottom-up, top-down, combination of top and bottom, hierarchical preparation and step-by-step summary. Financial budget is specific to all levels within the enterprise, and different forms of financial budget should be prepared according to the types of economic business undertaken by each budget unit and their responsibilities and authorities. The sequence of enterprise financial budgeting should follow the process of business budget, capital budget, financing budget and financial budget. At the same time, enterprises should actively seek more scientific and reasonable methods to strengthen dynamic management. For example, adopting zero-based budget is not limited by existing projects, which can mobilize the enthusiasm, initiative and creativity of managers at all levels and tap the potential of reducing costs, which is conducive to the future development of enterprises; Using probability budget improves the reliability of budget preparation and the accuracy of budget value under uncertain environment, and reduces the risk of budget indicators; The implementation of rolling budget can not only adjust the short-term budget in time to make it more realistic, but also realize the connection with daily management, so that managers can always grasp the short-term planning objectives and long-term strategic layout of enterprises from a dynamic perspective.
Four, strict financial budget implementation, analysis and assessment
First of all, the budget execution process is the key link of the whole budget. Once the budget is determined, it has "legal effect" within the enterprise. After the completion of the budget, all departments of the enterprise not only defined their own work tasks, but also clearly saw the work objectives of the whole enterprise and the influence of various activities of the departments on the overall objectives. Therefore, all departments must strictly implement the budget and establish a "budget view" throughout the enterprise. Only by strictly and seriously implementing the budget, so that the occurrence of each business is linked to the corresponding budget items, can the purpose of budget management control be truly achieved.
Secondly, it is necessary to summarize and analyze the budget implementation in a timely manner. At the end of each budget, through the comparison between financial statements and budget statements, a detailed analysis report of budget and final accounts is prepared, and the deviation between actual indicators and budget indicators is found, and the reasons for the difference are analyzed: if it belongs to budget deviation, the budget indicators are adjusted in time; If it belongs to the execution deviation, it is necessary to correctly analyze the crux, sum up the problems and contradictions in the production and operation process, provide the real situation for the enterprise to continue to operate or change its business strategy, and do a good job in the next assessment and reward and punishment.
Third, strict assessment, establish the concept of "assessment and rewards and punishments are the lifeline of budget work" to ensure that budget management is in place. Without assessment, budget work cannot be carried out and budget management becomes meaningless. Strict assessment is not only to compare the budget index value with the actual implementation results of the budget, affirm the achievements, find out the problems, analyze the reasons and improve the future work, but also to implement fair rewards and punishments for employees, mobilize their enthusiasm and ensure the ultimate realization of the strategic objectives of the enterprise. Cash reward and punishment is an important link to ensure the completion of budget objectives. Only cash rewards and punishments can ensure the seriousness of the budget and ensure the connection of all links in the management process. Regarding the timing of budget control, most enterprises in our country implement result control on enterprise financial budget. Under this control, the actual deviation has been formed and the loss has been generated. There is no other way but to adjust the financial budget of the enterprise next year. If we choose the combination of process control and result control, we can not only achieve the effect of result control, but also adjust the deviation in the process of budget implementation in time through process control, especially the establishment of enterprise financial budget reporting system to ensure the smooth implementation of the budget.