Improving Executive Power Of Enterprise Management

< p > the small and medium enterprises that I have served have gone through the pition from managing the boss to relying on system management. The analogy between the helmsman and the sailor comes from a former able person boss.

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< p > his enterprise has established the standard < a href= "http:// www.sjfzxm.com/news/index_c.asp" > management system < /a >, he no longer hands-on, even if went out for ten and a half months, the enterprise still operates freely.

Both work efficiency and enterprise efficiency have improved a lot compared with his one man management.

The management of "a href=" http://? Www.sjfzxm.com/news/index_c.asp > efficiency > /a "is no longer out of reach for him, but within reach.

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< p > only if a href= "http://? Www.sjfzxm.com/news/index_c.asp" > boss "/a" has changed, will it be possible to establish the management system of enterprises step by step.

In terms of method, it is a commonplace to me.

That is the ten step rule of Zhang Guoxiang's management system: < /p >

< p > 1. From the beginning of strategy, clear the enterprise target system < /p >

< p > two, establish and improve the enterprise organizational structure < /p >

< p > three, adjusting and perfecting enterprise post settings < /p >

< p > four, establish and improve the enterprise decision-making system < /p >

< p > five, design optimization enterprise operation flow < /p >

< p > six, establish and improve the post work standard < /p >

< p > seven, design enterprise performance appraisal standard < /p >

< p > eight, design enterprise salary and welfare plan < /p >

< p > nine, perfect the formulation of enterprise system, < < /p >.

< p > ten, organize and optimize enterprise culture < /p >

< p > building enterprise executive power must establish and improve the enterprise management system, with its own management system, the boss is no longer tired, employees also have executive power.

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< p > related links: < /p >

< p > sociologists and psychologists have studied the service workers in fast-food restaurants, airlines, banks, hotels, hospitals and other industries, and found that emotional workers still have the following problems in the process of role conversion: < /p >

< p > (1) role confusion.

Employees who have been engaged in emotional labor for a long time should hide their real emotions and pform their roles according to the requirements of enterprises. They may not be able to tell which emotions are their emotions and which emotions are work-related emotions.

For example, restaurant staff always maintain a friendly smile and happy mood in dealing with customers, and deal with emergencies and embarrassing situations calmly.

After they get off work, they may still be unable to tell which emotion is related to work, and which emotion is their real feelings.

They do not even know their true feelings, or they always feel that their emotions are not real.

Over time, employees will feel pressure at work or weary of work.

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< p > (2) role conflict.

Bank cashiers are busy and nervous. Customers who queue up often speak rude to them. Therefore, bank tellers are always in extremely negative emotional state during 8 hours' work.

After work, if they can adjust their stressful mood in time and maintain a positive attitude in a relaxed and peaceful family atmosphere, they can reduce the damage to mental health to a considerable extent; if not, they will bring negative emotions home and affect family harmony.

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< p > (3) role separation.

In order to provide personalized service to customers, enterprises often require employees to establish a "virtual relationship" with their customers, enhance intimacy and establish trust and sense of belonging for customers.

However, the long time and high intensity emotional labor may lead to the opposite effect with the expectation of the enterprise. The employee's work roles are divorced from their own feelings, and employees can not express their true feelings, which makes the customers experience a professional service rather than a spontaneous care.

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