| Case: A company producing and selling jewelry | | | | development to rely on organizational capacity |
| industry with their good reputation and many | | | | development. This requires that the company has |
| years of painstaking efforts, the country's | | | | more sound organizational structure and |
| favorable economic situation factors, business is | | | | departmental functions and responsibilities, so that |
| booming in recent years has been in the industry | | | | the capacity of organizations to play. |
| "leader" status. | | | | Five, from not forming culture system to cultivate |
| However, since the second half, due to rapidly | | | | a clear corporate culture began to change to |
| changing external environment and internal | | | | require employees recognize the company's |
| management of rapid growth as a result of | | | | management philosophy, and the formation of the |
| various factors such as the management of out | | | | company's unique cohesion and solidarity. |
| of touch, so sharp decline in sales and profits, | | | | Countermeasures: "Growth stage syndrome" is |
| increased turnover, the company is facing a | | | | the inevitable growing pains experienced in the |
| severe test , where to go, so that the whole | | | | process, handled well, the company can enter a |
| company fell into deep thought into ... ... ... | | | | new stage of development, such as they are not, |
| Analysis: From enterprise development stage of | | | | companies will be declining, even the possibility of |
| this perspective, there is an import from the | | | | failure . |
| growth stage of transition to a natural | | | | I believe that the enterprise at this stage the |
| phenomenon occurs, how to quickly get rid of | | | | focus is "to basic, and Improve, the step" to |
| present difficulties, so that enterprises embark on | | | | corporate culture and system construction as the |
| the road of healthy development, this is a serious | | | | entry point, through institution building, training and |
| problem . | | | | other means to strengthen corporate |
| I think the main problems of the company's | | | | governance, improve the overall management |
| performance in the following areas: | | | | level. In the whole process to take care of the |
| First, the lack of depth on the development | | | | current situation, even taking into account the |
| strategy of inquiry, without a clear development | | | | company's long-term goals and interests. |
| strategy the company is still in the | | | | First: Clear strategy. Strategic planning is the |
| opportunity-oriented stages of development; | | | | company's programmatic document to guide the |
| Second, organizations do not change under the | | | | development direction of the company, clearly the |
| company be adjusted accordingly, it has been | | | | company's business, guiding the company's |
| quite reasonable, and failed to meet the | | | | resource allocation, specified in the company's |
| company's development needs; sector functions is | | | | development strategy and development initiatives. |
| not clear, could not play its due role. | | | | 3-5 years, the development of clear corporate |
| Three, missing the company's overall coordination | | | | objectives, and be planning the company's annual |
| of the monitoring center, cross-cutting basic | | | | development goals, development of company |
| management processes are not perfect, could | | | | development initiatives. Specific operation should |
| not form an organic whole operation; | | | | start with the implementation of management by |
| 4, did not enhance the understanding of human | | | | objectives, complemented by measures such as |
| resource management, human resources | | | | budget management to operate. |
| management not in place. The quality of personnel | | | | Second: the design and functions of the |
| is generally not high enough execution, the | | | | organizational structure, responsibilities clear. |
| company lacks an effective incentive and control | | | | Company structure is the company to achieve its |
| measures, inadequate pay levels competitive, | | | | basic functions, a reasonable structure can |
| performance management system is not carried | | | | improve the operating efficiency and profitability. |
| out, the lack of performance evaluation | | | | * Combines the company's strategic |
| mechanism. | | | | requirements, according to internal capabilities and |
| 5, ignore the building of enterprise culture, no | | | | limitations and should strengthen the core aspect |
| corporate culture based on the core layer and | | | | of designing a new organizational structure, |
| system layer protection, and positive corporate | | | | emphasis on strengthening the management |
| culture has not been formed. Lack of internal | | | | capacity, based on sound management and |
| communication mechanisms, communication | | | | predictable development of priority sectors, |
| channels, not much development goals and future | | | | passive situation for the company lay the |
| plans of the company there is only a small | | | | foundation for victory in sight. |
| number of high-level computer company, the | | | | * The same time, departments, and positions of |
| company's cohesion, centripetal force is not | | | | the responsibilities of the system optimized, clearly |
| strong, and institutionalized management have not | | | | the work of the position responsibilities, capabilities |
| formed habits. | | | | and quality requirements, so that employees on |
| The problems the company is a typical "growth | | | | the clear understanding of their responsibilities in |
| stage syndrome", is the company from the start | | | | mind, and be able to combine quality posts rising |
| of the transition to the growth stage the | | | | capacity requirements, aim to enhance the work |
| common problems occurring. The specific | | | | and initiative. |
| performance: | | | | Third: the establishment of key management |
| 1, significant changes in market conditions, market | | | | processes and improvement. |
| competition, forcing companies to adapt to | | | | Management process is the specific matters to |
| environmental change, the existing business | | | | series of interrelated activities, the flow chart |
| management need to make major adjustments. | | | | shown, enabling cross-sectoral, cross-posts of |
| By the irregular operation of the company to | | | | activities in an orderly manner, can improve |
| standardize management of change, as | | | | operational efficiency, to prevent risks from |
| management stepped up, already develop many | | | | occurring. |
| bad habits of employees not suited to the | | | | * At different levels for different levels of a key |
| phenomenon occurs. | | | | or key management processes, these processes |
| Second, the survival strategy of the transition | | | | involve all areas of the company's important work. |
| phase of the fuzzy, require the company to sort | | | | Including the company's main business processes, |
| out development, a sense of direction; also | | | | marketing processes, order fulfillment processes, |
| require the company to profitability on its own | | | | procurement processes, customer service |
| mode of understanding more clearly, clearly their | | | | processes, human resources management |
| source of profits, require companies to value | | | | processes, financial management processes and |
| chain link to make a clear choice. | | | | so on. |
| 3, the company guided by the opportunities for | | | | * Process should be designed to operate form |
| the development of power-oriented development | | | | the same time, so that the process to the |
| to the ability to force change. Require the | | | | specific operation, through the establishment and |
| company to be enhanced systems management | | | | improvement process, significantly improving the |
| capabilities, personal capacity should improve | | | | order and efficiency of company operations, but |
| accordingly. | | | | also to plug the loopholes in management and |
| Four companies from relying on individual capacity | | | | improve the company's overall management. |