There are many problems between private enterprises and private enterprises, although the forms of expression are different and the reasons are different, but the practice shows more and more clearly that many small and medium-sized enterprises lack the executive power of enterprise management, which has become the bottleneck of large-scale development of enterprises. The lack of executive power of management directly leads to the failure to implement good ideas, to miss good opportunities in vain, to have no time to occupy good markets, and to the stumbling and stagnation of large-scale development of enterprises. Today, the author uses his accumulated management experience to comprehensively explain why the executive power of the management team is not up in enterprise management. And how to effectively improve the execution of the enterprise management team, so that the decisions of enterprise leaders can be well implemented and implemented, and transformed into the desired actual results, hoping to bring some help and inspiration to the operators and managers of enterprises, and hope to continue to pay attention to me.

First of all, let's take a look. What are the reasons and factors that lead to the lack of execution of our management team in the management process, resulting in poor implementation and implementation, and failing to achieve the expected results?

First, the division of responsibilities between the company's senior management team and the company's investors is not clear.

The chairman of many enterprises is nominally the chairman of the board, but in fact, he combines the roles of investor, top decision-maker and manager, making the company's top management team become the actual executor of the chairman's management instructions and unable to effectively perform the management functions that the top management team should have; The division of responsibilities between the company's investors and the company's top management personnel is unclear, and the decision-making power is not clear enough, and there are problems in the corporate governance structure of the company; It is very painful for the chairman to change from the centralized management mode of entrepreneurship to the standardized management mode of step-by-step authorization, which will inevitably lead to duplication between centralization and authorization.

Second, there is a lack of cultural foundation for institutionalized management and standardized management.

It is the responsibility of managers at all levels to emphasize "doing things according to law" and set an example within the enterprise, but there is cognitive deviation from top to bottom within the enterprise. When starting a business, enterprises should think more about how to use policies; However, with the expansion of enterprise scale, it needs to be standardized from the inside out, and actively observing internal and external rules is the basis of long-term development.

Third, the internal communication and coordination of the senior management team is insufficient, and the overall combat capability is insufficient.

The general manager's decentralized management style does not match the middle managers' unwillingness to take responsibility, and the middle managers' poor execution makes the general manager tired of dealing with the daily affairs of the company and reduces the management efficiency.

Fourth, the organizational structure of the company is unclear and unstable, and the flow of instruction information is chaotic. The company lacks a clear and stable organizational structure, which leads to frequent changes in the chain of command and seriously affects the seriousness of company management.

Secondly, let's see how we, as leaders of enterprises, can effectively improve the execution of our management team.

1. Have a good management team: the development of an enterprise needs capital, technology and talents, as well as the support point of enterprise development. This support point is not the "boss" alone, but the middle and senior management team with the boss as the core.

On the one hand, we should strive to create an overall atmosphere of "teamwork" and emphasize the "three essentials" principle in our work, that is, to act according to procedures, systems and objective laws. The person who executes the program should be responsible for the "thing", downplay the role of the individual, emphasize the observance of the same rule, and finish the work directly. At the same time, leaders should not cater to things and individuals, but should abide by business processes and improve management efficiency.

On the other hand, team members should strengthen the overall concept and "seek common ground while reserving differences" when disharmony occurs. We should carry forward the spirit of "someone is responsible for my obedience and no one is responsible for my responsibility" in our work, but we should not advocate blind offside, which will seriously affect the execution of management.

In order to obtain good execution in the management process, enterprise leaders must set an example. The leading members of enterprises should not be "loners" who are "the top leaders and others as foil", but should be the cornerstone of the team. To do this, we must solve the material and spiritual incentives of management members. Only by effectively exerting everyone's role can we cultivate effective management execution and realize the "trinity", that is, the sense of responsibility of ordinary employees, the enterprising spirit of middle-level employees and the enterprising spirit of senior employees.

2. Advocate the cultural concept of standardized management and supremacy of rules.

Even if an enterprise does not clearly put forward its own corporate culture, culture will still exist like air, directly reflected in the daily activities and management decisions of the enterprise, and at the same time exert its intangible and powerful influence. Business leaders should consciously advocate the cultural concept of standardized management and supremacy of rules, and create an atmosphere of effective implementation.

3. We must establish a perfect operation management system.

Good execution requires a clear organizational structure and clear responsibilities, rights and interests of management. Some business leaders advocate the management concept of "restraint is greater than incentive", and it is understandable to worry that it is difficult to control the management situation because of too much power given to individuals in the management process. However, in reality, in order to achieve the purpose of control, some business leaders send special personnel to carry out "one-on-one" supervision, which is ostensibly "decentralization" but is essentially distrust. This embarrassing situation often leads to information asymmetry because the situation reported by the supervisor is inconsistent with that reported by the user, which leads to contradictions. Users can't keep working, and their rebellious psychology is enhanced. At this time, the execution is "zero". With the development and scale expansion of enterprises, enterprise leaders should work hard on management mode and mechanism. Employees need a more open and transparent management system, establish smooth internal communication channels, and more importantly, form a standardized and regular management system of "managing people by system, not by people" to increase the fairness of internal management.

It is worth noting that it is necessary for business owners to change their thinking mode. First, in terms of management concept, we should liberate excellent managers from simple "wage earners" and give them the rights and obligations to share the interests with enterprises, so that managers can integrate into enterprises and have a coordinated value concept with enterprises. Second, leaders should socialize enterprises, that is, enterprises are not only leading enterprises, but also employees' enterprises and social enterprises. If enterprises want to grow, leaders should have this awareness from beginning to end.