Top ten management thoughts affecting Chinese ente

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2004 top ten management thoughts affecting Chinese enterprises in 2004, various management thoughts have been unprecedented spread in China, and management masters are also tirelessly peddling and interpreting their management thoughts in China with the posture of "you sing, I come on stage". Then, among many management ideas, which management ideas and management tools have had a great impact on China's economy this year? What management concepts have our enterprise gained from? At the same time, what management concepts need Chinese enterprises to reflect

1. Succession plan

in recent years, represented by the resignation of CEO Jack Welch of Ge and the successful administration of new CEO Immelt, the ideological theory of systematically searching for the successor of the top executive for the organization has achieved rapid development in the West and tends to mature in practical implementation

this year, many Chinese enterprises have experienced "sudden retirement" and accidental death of entrepreneurs, which makes these enterprises suddenly find that they do not have a leader with sufficient ability to steer and lead the enterprise to continue to run, which highlights the lack of succession plans of Chinese entrepreneurs, and also promotes the discussion of enterprise succession plans in the business community and economic theorists

2. New "competitive strategy"

as a professor of Harvard Business School and an authority on competitive strategy theory, Michael Porter (rter) proposed an industry structure analysis model in his classic book competitive strategy, and pointed out that the core of corporate strategy should be to choose the right industry and the most attractive competitive position in the industry

at present, most Chinese enterprises are in the manufacturing link with relatively low added value in the global industrial value chain. There are too many imitators, and products and services are too homogeneous, forming a helpless competition pattern. Porter's trip to China through continuous nozzle deposition in January this year provided a systematic and in-depth way of thinking for such strategies, and elaborated on what points enterprises should establish competitiveness, which has a very good guiding role for business practice

3. Outward walking management

Management Master Drucker once said, "there may be a gap with the United States in this regard. About 4510 years ago, I first suggested that senior managers' walk around ', that is, go out of the office and talk to others in the company. At that time, this was the right suggestion, but now it is wrong to do so, which is a waste of managers' most scarce resources. The so-called" outward walking ", That is to go to the company's customers, suppliers, investors, the government, and even competitors, and have the will and courage to go abroad

only when the concept of going outward penetrates into the enterprise culture, can it be possible to cultivate a good team and a harmonious cultural atmosphere, and can it be possible to improve the core competitiveness of the enterprise as a whole

4. Strategic alliance

since American management scholar Roger Nagel and DEC company president Jane Hopland put forward the "strategic marketing alliance", the concept of alliance has been recognized by more and more business people, and has become one of the important means for modern enterprises to strengthen their international competitiveness

in 2004, the pace of Chinese enterprises to establish strategic alliances was significantly accelerated. In fact, the most important thing for Chinese enterprises in the future is to cooperate with multinational companies

5. Business outsourcing

business outsourcing refers to the behavior that an enterprise subcontracts one or some departments or businesses to other more skilled and professional enterprises for management and operation according to the principle of maximizing input-output benefits. It can be outsourced buffet or human resources department

companies like HP have formed a "serial package", that is, while contracting the business of other enterprises, they also outsource their own weak businesses and departments

6. Industry analyst relationship management

there is such a group of experts in the industry analysis community. Through professional research, observation and judgment, they provide advice to the society, publish reports and receive media interviews. The accuracy of the tensile testing machine essentially includes the accuracy and precision of measurement, exchange views with each other, and predict a certain commercial market field of any kind of product industry, And may affect the value orientation of supporters and shareholders of a company

Delong incident, Lenovo layoffs, Microsoft crisis, "Lang Gu dispute"... In these events that are enough to mobilize people's nerves and appetite, we see that Chinese enterprises are still very absent in the relationship management of industry analysts

7. Performance management

performance management is an effective method and means to evaluate the value creation of employees and improve their personal skills. It is mostly carried out by the way that the superior directly evaluates the subordinate, and the evaluation results will be used as the basis for salary calculation, promotion, demotion, transfer, training and job exchange, and dismissal

according to a Deloitte survey, only 5% of employees and managers in Chinese enterprises are satisfied with their company's performance appraisal process

8. Core competitiveness

the core competitiveness of an enterprise is the embodiment of the comprehensive ability of the organization, especially how to coordinate different product skills and integrate the technology of multiple production lines

when the core competitiveness was introduced into China, the psychology of most domestic enterprises was impetuous, and they believed that with the core competitiveness, they had the ability to be invincible. There are three main misconceptions about the core competitiveness of Chinese Enterprises: first, competitiveness is the core competitiveness. The core competitiveness must be unique, which is difficult for other competitors to copy. Second, the core business is the core competitiveness. In fact, returning to core business does not mean naturally having core competitiveness. Third, core technology is core competitiveness

9. Professional manager trust

trust is the most important term to maintain the stock markets in the United States and Britain. It mainly refers to the employment of professional managers by enterprises or companies, and the legal protection of his trust, and his actions must be judged by the board of directors according to the relevant set hard indicators

The rise of MBO seems to be a shortcut to recognize the human capital of senior managers. In the process of property rights reform in some domestic state-owned enterprises, the lack of rules and opaque operations have become a feast for senior managers and local senior officials to divide up state-owned assets. In 2004, Lang Xianping's analysis of the property rights reform process of TCL, Haier, Kelon and other three enterprises led to a great discussion on property rights reform. He believes that property rights trading must be suspended, MBO must be stopped immediately, and the future reform of state-owned enterprises should establish a set of professional manager mechanism in the way of paying equal attention to incentive mechanism and trust, and at the same time, establish an incentive mechanism to improve the operating efficiency of professional managers

10. M & A integration

in the 1990s, more and more people believed that signing m&a agreements was very simple, so post merger integration (PMI) became a popular management problem

with the internationalization of Chinese enterprises, cross-border mergers and acquisitions have become the most effective way for Chinese enterprises to enter or quickly occupy the international market. However, Chinese enterprises do not have much experience in acquiring foreign enterprises, which leads to many problems after Chinese enterprises implement mergers and acquisitions, mainly because Chinese enterprises underestimate cultural differences. (end)

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