Wenzhou has a large number of private enterprises, which are pampered and developing. The Wenzhou model, which is famous at home and abroad, occupies an extremely important position in China's economy. With the deepening of economic reform, the great development of Wenzhou private enterprises provides a good environment and broad development space. The development of private enterprises has made important contributions to the sustained and rapid development of the national economy, promoted the transformation of economic structure, and accelerated the pace of economic internationalization and marketization in China. In addition, private enterprises have had a far-reaching impact on developing the economy, prospering the market, improving people's living standards and changing their concepts.

Due to the change of macroeconomic environment, the development of Wenzhou private enterprises is facing various problems and contradictions. Due to the shortage of capital, technology, personnel quality and management level, as well as the enhancement of the competitiveness of state-owned enterprises in the restructuring reform, the competitive environment has changed, and the policy advantages given by the state to private enterprises have gradually weakened and are at a disadvantage. Especially after China's entry into WTO, Wenzhou private enterprises have encountered new opportunities and challenges. How to seize the opportunity and meet the challenge is a problem worthy of in-depth study.

Keywords: private enterprise management

Wenzhou private enterprises grew up with the reform and opening up in China. After more than 20 years of hard development, they are becoming the highlight of China's economic development with strong vitality, and their contribution to society is becoming increasingly obvious. At present, with the further deepening of the reform of state-owned enterprises in China, the all-round development of the western region and China's entry into WTO, Wenzhou private enterprises are facing unprecedented opportunities and challenges.

However, with the further development of enterprises, the management disadvantages of private enterprises are becoming more and more prominent, which may become an obstacle to the development of enterprises.

First, the lack of private enterprises in Wenzhou

(A), family management restricts the employment mechanism.

Family management and cronyism in enterprises have seriously affected the improvement of quality of enterprise. Family-style management within the enterprise just restricts the selection and employment to the small circle of family and close relatives, which often leads to the shortage of human resources, so that there will be more soldiers and fewer talents, and a good organizational structure cannot be formed. Therefore, when solving problems, it is inevitable that the quality of decision-making will be low because of ignorance. Therefore, when the enterprise needs to upgrade, scale and level, and the products develop in the direction of "fine, special and excellent", the disadvantages of family management are obviously exposed.

(2) The quality of decision makers is not high.

The low quality of the main decision makers in enterprises leads to the low quality of decision-making and the increase of mistakes, which seriously affects the development speed of enterprises. The main decision-makers of private enterprises are mostly farmers, so their cultural quality is not high. They can seize the great opportunity of reform and opening up, start their own enterprises and succeed. However, due to their low quality and the ever-changing economic environment in China, it is difficult for them to make timely decisions according to market changes, thus delaying business opportunities.

(3) The system exists in name only, and it is difficult to implement the reward and punishment system.

The ineffectiveness of the system is a major shortcoming of many private enterprises. According to relevant statistics, about 10% of private enterprises in China do not have any written articles of association. A considerable number of private enterprises have regulations and orders, lax enforcement, failure to implement the reward and punishment system, and rules and regulations become a mere formality.

(D) Employees' subjective consciousness is poor, and their intelligence can not be brought into full play.

Because employees have no shares in the enterprise, they are just employees, and what they can do more is almost the same as what they can do less. In the case of family management, they are afraid that their opinions will be rejected or even expelled if they disagree with their families. Most people hold the view that "more than one thing is better than less". As long as the above tasks are completed, the rest can be ignored. Everything is decided by the boss, and employees lack a sense of ownership. It makes key talents seem to be tied down, which makes them unable to give full play to their talents and leads to confusion in personnel management.

(5) Lack of senior intellectuals and high-tech talents.

The staff in private enterprises are basically below undergraduate level, and there is a serious shortage of high-tech personnel. Technicians basically have no high-level theoretical knowledge, but learn various experiences from apprentices to old technicians and become technicians after accumulating certain experience. These technicians lack a complete theoretical system and may be competent in small aspects, but they are likely to be helpless when they encounter important technical problems.

(six) enterprise decision makers set three rights in one.

The decision-makers of private enterprises have the right of management, decision-making and supervision. The operator's behavior is not supervised by anyone, but he has the right to dispose of employees at will. The management right and supervision right are not separated, and the legitimate rights and interests of employees cannot be guaranteed. When employees are dismissed unreasonably, there is no own organization to reason for them, their own interests cannot be guaranteed, and they cannot wholeheartedly create benefits for the enterprise. (A) the historical background of the development of private enterprises

First of all, the concept of former feudal rulers was retained, and it was believed that only people in their own families could be trusted, regardless of their abilities, and they were placed in a high position. Secondly, other partners also want their families to get more benefits and arrange their relatives. Therefore, important positions are occupied by the so-called "own people", forming a family management enterprise.

Secondly, the environment of market economy is not yet mature, and family management has played a huge role in enterprises. The leading position and unique personality charm of many private enterprise bosses are formed by their entrepreneurial experience, authority, talent and performance. Therefore, their traditional ideas, styles, abilities, experiences, knowledge, etc. It profoundly affects the survival and development of enterprises and makes them have strong cohesion.

(B) the main decision-makers of enterprises can not actively adapt to the needs of market changes.

The initial development of Wenzhou private enterprises mainly depends on manual or simple mechanical operation, which objectively does not require high cultural quality of the main decision makers. However, when the enterprise develops to a certain scale and level, it needs decision makers to continuously improve their cultural and professional quality. If the main decision-makers of enterprises do not actively adapt to the needs of market changes, then private enterprises will either hold back and make mistakes, or be eliminated by society. According to relevant data, the average life span of private enterprises in China is only 4.5 years.

(three) unable to act according to law.

The root cause of this phenomenon is that the owners are not good at breaking feelings, tearing their faces, doing things according to law and doing business. The family management of private enterprises makes most people in private enterprises belong to the families of owners or other joint ventures. The articles of association of an enterprise are feasible for ordinary employees, but they are just a dead letter and have no binding effect at all. They ignore the system in the enterprise, go their own way, and even run amok, while the owners are hindered by various relationships, unable to act according to law, business is business, and even affect the implementation and implementation of the owners' decisions.

(D) Family management has damaged the enthusiasm of employees.

As the saying goes, enterprises also need institutional management according to national laws and regulations. In private enterprises, the original management system is not perfect, and the handling of violations is mostly "rule by man". In management, managers are often not convinced of each other, and the management level and authority distribution are not clear, and no one can control anyone. Leading to confusion in personnel management. The official style is poor in subjective consciousness. The family management of private enterprises, the paternalistic style of bosses and the mechanism of employing people as relatives have seriously damaged the enthusiasm of employees. The consciousness of rationalization proposal, technological innovation and taking factory as home is vague, the enthusiasm of conscious participation and bold innovation is weakened, the intelligence of employees is not fully exerted, and the spirit of unity and cooperation is difficult to reflect.

(E) insufficient understanding of human resources

First of all, the family management and cronyism mechanism of private enterprises make high-tech and high-quality personnel afraid that they will not give full play to their abilities after entering the enterprise, thus burying their talents. Secondly, the wages of private enterprises are not high, and various welfare systems and insurance are basically absent. They are afraid that they will not be guaranteed after entering the private enterprise.

Many Wenzhou private enterprise bosses simply regard employees as tools to achieve their business goals and make money. They generally lack long-term planning to tap and cultivate their own talents, and there is no systematic work to cultivate and develop talents. Talents are seriously out of touch, and the management function has not been transferred to the development and training of human resources at all. Due to the constant change of personnel, enterprises are reluctant to train talents. They always think that they have spent a lot of money and property to train talents. What should I do if the talents leave? Neither human nor financial resources will do. Enterprises have no salary, performance, incentive and assessment mechanism.

(6) There is no separation between decision-making power and supervision power.

First of all, Wenzhou private enterprises are family enterprises, and the owners are both the highest decision makers and the highest supervisors. The boss will never allow employees to infringe on his rights. In order to safeguard the interests of the family, it is impossible to give important rights to others. Owners always believe that only by holding all rights in their own hands can enterprises develop better.

Secondly, China's market economy has not experienced a very cruel process, and many professional managers' technical and moral qualities are not high. In an environment of lack of credit, few people can rest assured that entrepreneurs will leave their hard-earned wealth to others to take care of.

Third, the enterprise improvement countermeasures

(1) Break the family management mode and strive to realize the democratic management of private enterprises. With the transition from family management to professional management, the most important thing is to appoint people on their merits in strict accordance with the system and select outstanding talents.

First of all, the owners are required to change their ideas, break the family management model and get out of the circle of cronyism. It is necessary to gradually promote the business model of separating ownership and management rights, give full play to the enthusiasm of operators and production employees, and transform the business objectives of enterprises into the conscious actions and efforts of all employees, thus enhancing the vitality of enterprises and promoting the early realization of economic goals.

Secondly, we should introduce competition mechanism, use talents boldly and take the implementation of "talent strategy" as an important measure to revitalize enterprises. Therefore, it is an important symbol to break the family management to establish a brand-new employment standard, understand and explore talents with a brand-new concept, recruit talents at home and abroad in a brand-new way, and allocate and motivate talents with a brand-new management model. Thus greatly mobilized the enthusiasm and creativity of talents. Improve work efficiency and promote the rapid development of enterprises.

(B) improve the quality of decision-makers in private enterprises

As an enterprise decision maker, it belongs to the highest level of human resource management. Decision makers can be a group or an individual, and can also be divided into three levels: high, medium and low. For enterprise decision makers, no matter at what level, they are manipulating the economic lifeline of enterprises, manipulating the economic interests and future of enterprise owners, and playing a decisive role in enterprise management. Therefore, the decision-makers of private enterprises should adjust their knowledge structure in time, study hard scientific and technological knowledge and professional knowledge, and learn the basic line of the party and the laws and regulations of the country. Improve decision-making ability, actively adapt to the market, and be invincible in market competition. On the one hand, the "decision-making level" should be sent out to participate in the training on enterprise management. In private enterprises, it is difficult for others to change without changing the boss's mind. It can create a full encouraging atmosphere for the training of enterprise leaders, and choose regular training institutions, influential trainers and shirt training courses to make leaders feel that it is "worthwhile" to participate in this training.

At the same time, private entrepreneurs have also gone out of an ideological misunderstanding, that is, ownership and management rights cannot be separated. A person's ability is limited, especially most private entrepreneurs have not received special business management training, have rich practical experience, but lack theoretical level. When the enterprise grows stronger, it will feel that the heart is willing but the strength is insufficient. At this time, private entrepreneurs should take a back seat in due course.

(3) Enterprises should establish various sound systems.

A country without laws does not applaud the country; Similarly, enterprises without systems are not enterprises. Without a sound system, it is impossible for enterprises to restrain people, and everyone is fragmented, leading to chaos in enterprises, and it is naturally impossible for enterprises to develop. And if there is a sound system, it is not binding on all business owners, and vice versa. The ancients said: "The son of heaven broke the law and committed the same crime as Shu Ren." Besides, at present, if everyone does not abide by the rules and regulations of the enterprise, then the rules and regulations will become useless. Only when all employees of the enterprise abide by it, whoever violates the system will be punished, and the enterprise can develop in a healthy direction.

Enterprises can attract competent people by distributing wages according to their ability and performance. In order to get more benefits, they must work wholeheartedly for the enterprise. This will not only benefit individuals, but also enterprises. The establishment of various welfare systems and insurance systems has solved the worries of employees and enabled them to devote themselves wholeheartedly to their work, give full play to their knowledge and talents, and seek benefits for enterprises.

(d) meritocracy

Modern enterprise management is becoming more and more complex, and the requirements for all kinds of talents are increasing day by day. Only by making good use of talents can we maintain the long-term sustainable development of enterprises. The close relationship with talents should not be the standard of employing people. It is natural to have both ability and political integrity, but such talents are rare. If you are in a high position without talents, it will only affect the health of management, the morale of the team, and make talents despise and alienate you. Some people are always worried about people who are not relatives and friends in high positions, but they don't trust and feel at ease. This is completely unnecessary. One feature that distinguishes modern management from tradition is whether it can lead people who have nothing to do with each other towards a common goal. If the enterprise can't even reach this point, it is too far from modern management.

At the same time, let enterprise managers, technical backbones and other employees buy enterprise shares, or reward employees who have made outstanding contributions, or realize the stock option system for senior managers, disperse enterprise shares, form the real fate of enterprises and employees with shares, and establish a relationship of mutual trust. By hiring professional managers and other means, let those high-level and high-tech talents be responsible for the decision-making and management of enterprises and draw the next blueprint. (5) Building an enterprise culture of equality, mutual benefit and democratic centralism.

Pay attention to the construction of corporate culture, respect and trust employees, transform entrepreneurial enthusiasm into long-term core values, and systematically pass them on to employees, so as to make them become a consistent code of conduct and gradually cultivate a sense of value identity. The boss is the leader of corporate culture. Bosses should not only change their management ideas, but also change their world outlook and values. Combined with the cultural needs of key talents, he wants to create a brand-new corporate culture with his own personality. In view of the common problems of private enterprises, this paper puts forward that private enterprises should pay special attention to promoting the cultural spirit of equality, mutual benefit, mutual respect, democratic centralism and inequality, and prevent the emergence of boss control, egoism and feudal hierarchy culture. To be a strong enterprise needs courage and foresight, spirit and time, and to be a big enterprise needs the unity of cultural spirit.

(6) Establish a modern enterprise system.

It is necessary to establish a scientific enterprise leadership system and organizational management system in accordance with the Company Law. Establish a leadership team that is good at management and dare to make decisions, so that the responsibilities between the authority, supervision and implementation agencies of the enterprise are clear. Establish the owner. Standardize the rights, responsibilities and obligations of operators and workers, establish an operating mechanism combining rewards and constraints, and improve the overall quality and level of enterprises. Through the establishment of modern enterprise system, the innovation of corporate governance system is promoted, and the management of private enterprises is socialized, mature and scientific. At the same time, the establishment of trade union organizations can basically guarantee the legitimate interests of employees here, who dare to fight hard and create more benefits for enterprises.

Therefore, only by changing the traditional, conservative and closed management mode that hinders the development of enterprises can we promote the development of management to a higher level, accelerate the technological innovation of private enterprises and promote the continuous development of private enterprises. The leap from "family business" to "enterprise family", from "extensive" to "intensive" and from "traditional industry" to "modern industry" has pushed the development of Wenzhou private enterprises to a new height as a whole, making Wenzhou private enterprises keep advancing in the new economic wave.

References:

1, Management Tips for Private Enterprises in Liu Jinxing.

2. Features of Wenzhou Enterprise Management Innovation magazine

3. Wenzhou Private Economy Research Author: Xie Jian, Ren Baiqiang

4.WTO and the development of small and medium-sized enterprises, Shanghai University of Finance and Economics Press

200 1 1 1 Editor: Lin Hanchuan and Tian Dongshan.

5.2 1 Century: China Social Science Literature Publishing House for the Development of Small and Medium-sized Enterprises.

200 1 February Editor: Luo Guoxun

6. Analysis of Successful Models of Private Enterprises, China Zhigong Publishing House.

June 5438 +2002 10 Editor-in-Chief: Li Ming

7. Strategies and Objectives of Enterprise Human Resource Management after China's Entry into WTO, university of international business and economics Publishing House.

Centralized management mode is easy to lead to strategic decision-making mistakes of enterprises. In particular, when some small private enterprises achieve success, they think that they naturally become entrepreneurs, blindly confident, and it is easier to follow the successful empirical decision-making methods in the past, which increases the decision-making risk.

Second, the reason analysis