Hello, I'd like to provide a paper on the problems and countermeasures in the management of small and medium-sized enterprises for your reference. Problems and countermeasures in the management of small and medium-sized enterprises Abstract: Since the reform and opening up 30 years ago, China's small and medium-sized enterprises have developed rapidly and become an important force to promote China's economic growth. However, at present, there are many problems in the development of small and medium-sized enterprises, especially in enterprise management. If not solved, it will inevitably affect their long-term development. This paper briefly analyzes the problems faced by small and medium-sized enterprises in China, and puts forward corresponding countermeasures. Keywords: SMEs, management, problems, countermeasures 1. At present, China's small and medium-sized enterprises have exceeded100000, accounting for 99% of the total number of enterprises in China. The total industrial output value, realized profits and taxes and total exports account for 60%, 40% and 60% of the country respectively, and the jobs provided reach 75% of the total urban employment in the country, which fully reflects. With the continuous improvement of China's marketization, small and medium-sized enterprises are not only a short-term policy choice to expand employment opportunities, increase fiscal revenue and prosper the market, but also a long-term need to establish and improve the socialist market economic system and realize the sustainable development of the national economy. However, due to their own characteristics, small and medium-sized enterprises are often at a disadvantage in market competition with large enterprises, and their benefits are obviously lower than those of large enterprises. Coupled with the improvement of marketization in China and the new market environment after China's entry into WTO, small and medium-sized enterprises are facing many new challenges. Based on the analysis of the basic contents of management innovation of small and medium-sized enterprises in China, this paper puts forward the ideas and methods of management innovation of small and medium-sized enterprises. 2. Problems existing in the management of small and medium-sized enterprises in China at present 2. 1 The cultural quality of private entrepreneurs is uneven. With the rapid development of China's economy, many people are involved in the process of establishing private enterprises, some of whom have received higher education, but most of them still have low or secondary education. This difference in cultural quality has led some entrepreneurs of small and medium-sized enterprises to be short-sighted when making important decisions that affect the fate of their enterprises, which has led to difficulties and even bankruptcy of their enterprises. Although with the development of society, the education level of private entrepreneurs is basically improving, but the management problems caused by cultural quality factors also have a great impact on the development of small and medium-sized enterprises. 2.2 The phenomenon of cronyism generally exists among the relatives and friends of some private small and medium-sized enterprise managers. The phenomenon of cronyism occurs from time to time, and enterprises are maintained by social norms and moral norms such as family ties. In addition, due to the closure and non-standardization of enterprises, the introduction of human resources by enterprises is exclusive, which is not conducive to attracting outstanding talents from outside. 2.3 adopting the "family-style" management mode, some small and medium-sized enterprises do not rely on a sound mechanism to manage people, but rely on the subjective experience of operators to restrain people through simple trust and affection. Replacing the system with human feelings will inevitably lead to irregular management and huge economic losses and family loss. The reasons for this situation are: first, some enterprises have no institutional awareness at all, and think that "rule of law" is not as good as "rule of man"; Second, even if there is a system, it is not complete, meticulous and rigorous, and the enterprise system lacks innovation; Third, even if there is a good system, it does not pay attention to the implementation and management of the system, and goes through the motions and engages in form; Fourth, swear to subordinates at ordinary times. Once relatives, friends and acquaintances participate, I will be emotional, uneven rewards and punishments, and lax law enforcement, making the system a dead letter. 2.4 Private small and medium-sized enterprises with too little decentralization in the management process are generally small in scale and relatively small in investment, so they pay special attention to management expenses. Generally speaking, enterprises have not been established for a long time, and the organizational structure is relatively streamlined, which reduces costs but also produces many problems. First, business leaders (founders) ask and intervene in every detail of their work. From the perspective of the whole enterprise, there is nothing wrong with it, but careful analysis has many disadvantages. First of all, it distracts the energy of business leaders, making them unable to make better decisions; Secondly, it affects the work enthusiasm of subordinates, which easily leads to inertia and distrust of subordinates, and cannot form the centripetal force of enterprises. Second, in the case of "one person with multiple posts", subordinate employees need to undertake multiple jobs, and sometimes even work across departments, resulting in employees having no time to deal with them. This is not only not conducive to the development of employees, but also to the operation of the whole enterprise, and there will be a phenomenon of being too busy. Moreover, the overloaded workload is also easy to cause employees' resistance, which is ultimately not conducive to the long-term development of enterprises. 2.5 The enterprise has insufficient funds and poor external operating conditions. The shortage of funds is a common problem in China's private small and medium-sized enterprises. The first reason is that the family nature determines the singularity of the ownership structure of family enterprises, and pure family ownership limits the absorption and utilization of social capital. Family-owned enterprises often have the traditional concept of "rich water does not flow to outsiders" and are unwilling to let social capital invest in enterprises, which greatly limits the further development of enterprises. Secondly, because the credit guarantee system is not perfect. It is difficult for private small and medium-sized enterprises to obtain bank loans, and even if they get some, they are still a drop in the bucket. Third, private small and medium-sized enterprises lack the guidance of specialized management institutions and special legal protection, and there is no perfect socialized service system, which seriously limits the development of private small and medium-sized enterprises. 2.6 loose organizational structure, poor adaptability. Many small and medium-sized enterprises in our country are overstaffed and overstaffed. Enterprise organization can't change with the changes of internal conditions and external environment, and its adaptability is poor and it is rigid and aging. Each department of the enterprise is fragmented, fragmented. Such an organization cannot achieve the established goals of the enterprise. Therefore, it is imperative to change the management mode of small and medium-sized enterprises to get rid of the low-level management status quo.