破解管理瓶颈

1、破解“管理瓶颈”Breaking the Management bottleneck先是要求企业应尽快完成定位和转型，由机会导向、银行导向转变为战略导向、客户导向。企业应尽快确立适宜自身发展战略和企业实际的管理模式，改变“带着镣铐跳舞”的现状， 放出管理的效益。First, enterprises should complete orientation and transformation as soon as possible, from opportunity-oriented, bank-oriented to strategic-oriented, customer-oriented.

2、 The enterprise should establish its own development strategy and actual management mode as soon as possible, change the present situation of dancing with shackles and release the benefit of management.为什么企业凝聚力较低？为什么部门、岗位之间经常“扯皮”？为什么有制度，但执行不 力？通过ISO9000认证后，为什么实施效果差？为什么计划与实际的偏差率很高？为什么考 核流于形式？一一这些问题常常

3、令诸多产企业管理者感到困惑。Why is corporate cohesion low? Why are departments and positions often deranged? Why is there a system, but enforcement is weak? After ISO9000 certification, why is the implementation bad? Why is there a high rate of deviation between planning and practice? Why is appraisal a formality

4、? these questions often confuse many industry managers.遥想创业当初，就那么几个人，也没有什么管理制度，但大家毫不计较个人利益，都充满 了创业激情。而现在企业规模大了、人数多了、制度多了，为什么“人心散了，队伍不好带 了”呢？At the beginning of starting a business, there was no management system for a few people, but everyone was full of passion for starting a business regardless of

5、 their personal interests. But now the enterprise scale is big, the number of people is more, the system is many, why the popular feeling has dispersed, the troop is not good to lead?事实上，导致这些问题的一个根本原因是企业没有构建适宜的管理体系，同时在经营上持 续多年的“好日子”也对这些问题起到了掩盖作用，比如法人治理结构不完善、职责接口不明确、管理制度不严谨、执行效果不理想等等。In fact, one of

6、the root causes of these problems is that the enterprise has not built an appropriate management system. At the same time, the good days that have lasted for many years have also played a role in covering up these problems, such as the imperfect structure of corporate governance. The responsibility

7、interface is not clear, the management system is not strict, the execution effect is not ideal and so on.在一路狂奔、高歌猛进的前几年，企业所有工作都是以营销为中心，而没时间和精力顾及 企业制度建设工作。当政府为规范市场而频频“亮剑”时，企业不得不重新调整既有的战略目标，不得不面临企业转型问题。当放慢速度开始审视现状、思考未来时，蓦然发现原来的企业管理竟非常薄弱，不但不适宜企业实际，更不适合未来发展和市场竞争的要求。In the past few years, all the work of

8、 the enterprise is centered on marketing, without the time and energy to take into account the construction of the enterprise system. When the government frequently bright sword in order to regulate the market, enterprises have to readjust their existing strategic objectives and have to face the pro

9、blem of enterprise transformation. When slowing down the speed began to examine the present situation and think about the future, suddenly found that the original enterprise management is very weak, not only not suitable for the actual enterprise, but also not suitable for the future development and

10、 market competition requirements.没有规范化的管理，就像“戴着枷锁跳舞”。可以说，粗放式的管理不仅仅是企业凝聚力、利润率下降的问题，更严重制约企业的进一步发展。市场政策和规则的变化逼迫企业必须尽 快构建与自身发展战略和现实最适宜的管理模式。天晴别忘戴草帽，下雪别忘穿棉袄，这是基本常识，构建管理模式亦然。Without standardized management, it is like dancing in chains. It can be said that extensive management is not only a matter of corp

11、orate cohesion and profit margin decline, but also a serious constraint on the further development of enterprises. The change of market policies and rules forces enterprises to construct the most suitable management mode with their own development strategy and reality as soon as possible. Do not for

12、get to wear straw hat, snow do not forget to wear cotton-padded jacket, this is the basic common sense, construction management model.让制度产生执行力Let the system produce executive power绝大多数企业，特别是国有企业，都有不少的管理制度，有些企业还编制有管理制度汇 编，有些企业还导入了ISO9000战略管理体系，但为什么没有执行或执行效果差呢？The vast majority of enterprises, especia

13、lly state-owned enterprises, have quite a few management systems. Some enterprises have compiled the Compendium of Management Systems. Some enterprises have also introduced the strategic management system of ISO9000.可以说，制度本身存在问题而难以执行是制度执行效果差的根本原因。因此，企业要构建 适宜的管理体系必须先做好制度创新。实现制度创新应做到以下几点：It can be sai

14、d that the system itself has problems and difficult implementation is the root cause of the poor effect of system implementation. Therefore, the enterprise must first do well the system innovation to construct the appropriate management system. To achieve institutional innovation, we should do the f

15、ollowing:1、制度的起草不应是某“人”的行为，而是“公司”行为。因此，制度的起草人必须站 在公司Wj度The system should be drafted not by a person, but by a company. Therefore, the drafters of the system must stand on the corporate level.2、制度的导向性必须正确。制度是经营管理理念的体现，经营管理理念必须渗透到制度 中。但是，许多企业在“体现与渗透”方面做得不好，甚至相互矛盾。例如，绩效管理的导 向是促进绩效目标的完成。如果在设计KPI指标时，指标的权

16、重设计不合理，就既有可能使被考核人投入很大精力去完成非重要工作，而重要工作却完不成。The orientation of the system must be correct. System is the embodiment of management idea, management idea must permeate into system. However, many enterprises in the embodiment and penetration do not do well, or even contradictory. For example, the directi

17、on of performance management is to promote the achievement of performance goals. If the weight of the KPI index is not designed properly, it is possible for the examinees to devote a lot of energy to the completion of the non-important work, but the important work can not be completed.3、必须做到结构完整、规则严

18、谨、接口明确。特别是针对制度条款的“考核与奖惩” 一定 要有，否则就意味着执行成本等于不执行成本，甚至高于不执行成本。must achieve the structure integrity, the rule is strict, the interface is clear. In particular, there must be evaluation, rewards and punishments for the provisions of the system, otherwise it means that the execution cost is equal to the n

19、on-execution cost, even higher than the non-execution cost.4、尽可能地掌握同业企业在发展过程中的经验、教训。这尽管很难，仅靠作为“点”的企 业难以掌握“面”，但必须做好，也只能做好。否则，即使编制了一堆制度，在面对“例外”时还会不知所措，还会有失误和错误。grasp as far as possible the experience of the same industry enterprise in the development process, lesson. Although this is very difficult, o

20、nly rely on the dot of enterprises can not grasp the face, but must do well, can only do a good job. Otherwise, even if a bunch of systems are in place, there will be confusion, mistakes and mistakes in the face of exceptions.5、必须对制度进行适宜性、有效性修订。俗话说，好的制度是改出来的。通常，规章制度 在拟定、颁布的时点上是最适宜、最有效的。但在颁布后，随着组织权变因

21、素的发生(如环 境、职责分工等发生变化)，规章制度的适宜性、有效性将会越来越低。因此，必须对规章 制度进行及时修订，保持其动态性，才能确保规章制度的适宜性、有效性，才能确保管理体系的持续改进。所谓“制度通，一通百通”。制度创新是提升执行力的基本前提。must carry on the suitability, the validity revision to the system. As the saying goes, a good system is changed. Usually, rules and regulations are most appropriate and effec

22、tive at the time of drafting and promulgation. However, after promulgation, with the occurrence of organizational contingency factors (such as environment, division of duties, etc.), the suitability and effectiveness of the rules and regulations will become less and less. Therefore, it is necessary

23、to revise the rules and regulations in time and keep them dynamic, so as to ensure the suitability and effectiveness of the rules and regulations, and to ensure the continuous improvement of the management system. The so-called through the system, a hundred links. Institutional innovation is the bas

24、ic premise of improving executive power.特别需要强调的是，一些企业在制订规章制度时，尽管也做到了以上几点，甚至委托了咨 询公司，但为什么执行力还是比较差呢？例如，几乎所有企业内部都制订有采购制度，但招标、采购却依然是管理上的难点和“重灾区”。这种情况的最根本原因往往是制度本身可能存在重大偏差一一许多企业对集中采购仅理解为“公司本部负责集中采购部分材料、设备”，显然没有全面理解集中采购的全部含义。集中采购除了以上含义外，还有“集中时间、 集中人力、集中采购”的含义，就是在采购供应计划、合约规划下，在某一个时间段内(如 利用相对闲暇的时间)，公司集中人员完成

25、今后某一阶段(如半年、一年)的所有采购工作。In particular, some enterprises in the formulation of rules and regulations, although also achieved the above several points, or even commissioned consulting companies, but why is the implementation is relatively poor? For example, almost all enterprises have a procurement syst

26、em, but bidding, procurement is still a management difficulty and disaster areas. Often, the most fundamental reason for this is that the system itself may have significant deviations-many enterprises understand centralized procurement only as the responsibility of the companys headquarters to centr

27、alize the procurement of some materials and equipment. It is clear that the full meaning of centralized procurement is not fully understood. In addition to the above meaning, there is also a centralized time, set The meaning of centralized purchasing means that, under the Purchasing supply Plan, con

28、tract Planning, within a certain period of time (such as using relatively free time), the company concentrates its personnel to complete a certain stage of the future (such as half a year, for example, half a year). For one year).简单才有效Simple is effective俗话说，简单的事情复杂化非常简单，外行就能做到；复杂的事情简单化非常复杂，只有 专家才能做到

29、。企业管理是复杂的，需要在复杂基础上升华到简单。也只有简单，才能执行。As the saying goes, simple things are very complicated, but laymen can. Complex things are so simple that only experts can do them. Enterprise management is complex and needs to be sublimated to simplicity on the basis of complexity. Only simple, can be carried out

30、.根据兰德公司7年中对300多家企业的咨询经验，最终所建立的管理体系文件控制在300页左右比较适当。只有这样，才能让大家读透、熟记，才有利于执行。这就像读一本书，红 楼梦太厚，所以没有多少人读几遍，更没有多少人一气儿读完According to the consulting experience of more than 300 enterprises in Rand Corporation in 7 years, it is more appropriate to control the management system documents in 300 pages. Only in th

31、is way, can we read clearly, memorize, and facilitate implementation. This is like reading a book, A Dream of Red Mansions is too thick, so not many people read it several times, not many people read it in one breath.有的企业复制先进企业的管理流程，甚至有的咨询企业贩卖先进企业的管理文件。想一想，先进企业的历程、文化、规模、经验、人员素质、管理层级等等与一般企业一样吗？先进企 业的

32、管理流程、管理模式适合其他企业吗？套用先进企业的管理流程有效吗？不敢想象！Some enterprises copy the management procedures of advanced enterprises, and some even consult enterprises to sell the management documents of advanced enterprises. Think about the course, culture, scale, experience, personnel quality, management level and so on

33、of the advanced enterprise is the same as the general enterprise? Is the management process and management mode suitable for other enterprises? Is it effective to apply the management process of advanced enterprises? I cant imagine!国产药的药瓶一般特别大，药片也特别大，而且是“一日三次，一次34片”。进口药的药瓶一般比较小，药片也特别小，而且是“一日 1次，一次1片

34、”，而且疗效一般高于国产 药。如果生病了，我们选择哪种药呢？Domestic medicine bottles are usually especially large, tablets are especially large, and is three times a day, once 3-4 tablets. Imported medicine bottles are generally small, tablets are especially small, and is once a day, once a tablet, and the efficacy is generally

35、 higher than domestic medicine. If we are ill, which medicine should we choose?制度文件就像药片，简单文件就能解决的，干嘛要复杂的？ ！System documents are like pills, simple files can be solved, why complex?! 当然，简单需要准确诊断，需要对症下药，需要提炼和升华。Of course, simple need accurate diagnosis, need the right medicine, need to refine and subl

36、imate.还原管理和管理咨询的真相Restoring the truth about management and management consulting无论是建立全面的管理体系，还是起草几个规章制度；无论是自行建立，还是委托管理咨 询公司，企业管理者一定要清楚：管理是什么，不是什么；咨询是什么，不是什么。Whether it is to establish a comprehensive management system or to draft several rules and regulations; whether it is to set up by itself or en

37、trust management consulting companies, business managers must know: management is what, not what; what is consulting, not what.1、管理不是“整风”。Management is not a rectification movement.有些企业为了管理而管理，把管理改进工作当成了 “整风运动” ，借“整风”而“整人”。 这种偏离本意的做法必定越管越乱。而恰恰有部分管理咨询企业凭借左右逢源、长袖善舞的特长，不惜被当枪使。Some enterprises manage fo

38、r the sake of management, regard management improvement work as rectification movement and rectify people by rectification movement. This deviation from the original intention is bound to become more and more chaotic. And precisely some management consulting enterprises with the right and left, long

39、-sleeved good dance, not hesitate to be shot.2、管理不是“争权”。Management is not a struggle for power.通常，管理改进涉及到职权的重新分配。职权分配应以发展战略研究为出发点、以确立企 业管理模式为核心、以业务整合为基础，以有利于运营和管控为原则，以公平和效率为目的，同时兼顾约束和监督。管理者不应借管理改进之名，行争权夺利之实。管理咨询公司更不应 屈从于任何压力而违背职业道德。Usually, management improvement involves redistribution of authority

40、. The assignment of authority should take the development strategy research as the starting point, the establishment of the enterprise management model as the core, the business integration as the foundation, the benefit for operation and control as the principle, the fairness and efficiency as the

41、goal, and at the same time, the restraint and supervision should be taken into account. Managers should not use the name of management improvement in the name of power and profit. Management consulting firms should not succumb to any pressure and violate professional ethics.3、管理咨询不是“教学”。Management c

42、onsultation is not teaching.因为企业实际情况千差万别，所以存在的问题也各不相同。管理咨询公司虽然在广度、高 度、深度上优于企业，但是在对企业管理问题的感知上和细节上远不如企业，所以管理咨询公司不是老师，企业也不是学生，双方应该是“教学相长”、“互为教学”。非专业咨询公司什么行业、什么事业都咨询，就像小学老师什么课都教一样，术无专攻，就更不能成为“教 学” 了。Because the actual situation of enterprises varies widely, so the problems are also different. Although t

43、he management consulting company is superior to the enterprise in breadth, height and depth, it is far inferior to the enterprise in terms of perception and detail of the business management problem. Therefore, the management consulting company is not a teacher or a student. Both sides should be tea

44、ching each other, teaching each other. Non-professional consulting company what industry, what career consultation, just like primary school teachers teach any class, the technology does not specialize, not to become teaching.4、管理咨询不是“挑毛病”，不是“治病”。Management consultation is not finding fault or treat

45、ing illness.有些企业在咨询后，执行不下去，为什么？因为咨询公司只会给企业挑毛病，注重解决问 题，而无视企业做得好的方面有很多。管理咨询不仅仅是解决存在问题的20%,同时要将80%部分予以固化、发扬。认为管理咨询只是为了 “治病”，可能越治病越多Some enterprises after consulting, can not carry out, why? Because consulting firms will only find fault, focus on problem solving, and ignore a lot of good aspects of the

46、business. Management consulting is not only to solve 20 problems, but also to solidify 80% of the problems. It is believed that management consultation is only for the purpose of treating illness, and the more it may be treated, the more it may be treated.5、管理咨询不仅为了建章立制，更是为了实施。Management consultatio

47、n is not only for the establishment of regulations, but also for implementation.建章立制、编一堆文件不是目的，执行才是目的。管理的目的是通过规范业务操作规程， 提高效率和效益，进而促进企业的可持续发展。因此，评价管理咨询水平的高低不应以建立多少文件为衡量标准，而应以执行效果为衡量标准。The establishment of rules and regulations, the compilation of a pile of documents is not the purpose, the implementa

48、tion is the purpose. The aim of management is to improve the efficiency and benefit by standardizing the business operation rules, and then to promote the sustainable development of enterprises. Therefore, the level of evaluation management consulting should not be measured by how many documents sho

49、uld be established, but by the effect of execution.6、管理不仅为了纠正，更是为了预防。Management is not only for correction, but also for prevention.对企业来说，对现有的“不变”问题进行文字性规范是比较容易的，但是有了损失再纠正，代价无疑是巨大的，企业管理改进的重点应是“变化管理”或“例外管理”，目的更应是为了预防。For enterprises, it is easier to regulate the existing invariant problems, but it is

50、 undoubtedly costly to correct the losses again. The emphasis of enterprise management improvement should be change management or exceptional management. The aim should be more prevention.7、管理不仅为了降低成本费用，更是为了提高效益。management not only to reduce costs, but also to improve efficiency.一味地降低成本费用可能导致项目综合质素的

51、降低，进而降低项目的市场竞争力；一味地 降低管理费用可能导致抵触情绪的产生，进而降低工作效率和企业凝聚力。企业在进行管理改进时应该遵循的原则是：应该降低的成本和费用一定要降下来，不应该降低的成本和费用尽量不要降。Blindly reducing the cost may lead to the reduction of the overall quality of the project and then to the market competitiveness of the project, while blindly reducing the cost of management may

52、 lead to the generation of resistance, thereby reducing the efficiency of work and the cohesion of the enterprise. The principle that enterprises should follow when making management improvement is that the costs and expenses that should be reduced must be reduced, and the costs and expenses that sh

53、ould not be reduced as much as possible.8、管理不仅是“艺术”，更是“效益”。Management is not only art, but also benefit.企业家不必是理论家，也不必是艺术家，因此没必要细究“管理的艺术”。做人、做事、做企业要务实。“管理是艺术”是学院派的专属用语， 企业家应更多地考虑： 付出的咨询费“物 有所值”吗？咨询成果有助于提高公司效益吗？Entrepreneurs need not be theorists or artists, so there is no need to delve into the art o

54、f management. Being a man, doing things, doing business should be pragmatic. Management is art is the schools exclusive language, entrepreneurs should consider more: the consultancy fees paid value for money? Will consulting results help improve the companys effectiveness?9、管理咨询不是外行协助内行，而是专家指导内行。the

55、 management consultation is not the layman to assist the expert, but the expert instruction expert.只有乡村里的小学老师，才什么课都教；只有乡村里的赤脚医生，才什么病都看。非专业 咨询公司什么行业也不专业，属于典型的外行为内行咨询，所以治标不治本，往往越治越乱。Only the countrys primary school teacher teaches everything, and only the village barefoot doctor sees everything. Non-professional consulting company what industry is not professional, belong to the typical outside behavior consulting, so palliative not cure the root cause, often more treatment more chaos.10、管理不仅是咨询服务，更是为了执行效果。Management is not only a co