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The "Busy Man" And "Idler" In The Company

2008/11/11 10:04:00 41842

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China's private enterprises tend to get up quickly and fall down quickly. Some people use "bamboo shoots like bamboo shoots and die as meteors" to depict the survival status of private enterprises properly. According to statistics, seven or eight of the domestic private enterprises have survived for 35 years, one or two of them are closed in five to ten years, and only 5% of the enterprises that can persist more than ten years are few and far between.

My company should have gone through ten years, though it is small in scale, but it is healthy in the cracks of the industry. Of course, the reason why business has gone through all these ten years is that it is inseparable from the boss's ability, wisdom and personal charm in some aspects.

The growth history of any enterprise is intertwined by failure and success. Perhaps only the boss knows most about the ups and downs of ten years of entrepreneurship.

However, the development of an enterprise, like everything else in nature, has its own rules and cycles. With the increase of the number of employees and the expansion of the scale, the boss is becoming more and more busy. But even if the boss works day and night, it is impossible to do everything well and beautifully.

The contrast with the boss's "busy" is the "leisure" of some employees in the company. The most idle people in the company are those who do not really "lead". No one gives tasks or tasks, no one is supervised or tasks are completed, no one has been examined, not to mention the feedback of work results and face-to-face interviews, so that such employees are of course more leisurely and self satisfied.

Managers must understand that most people are conscious of their limitations, and more often need to be restrained.

The development of enterprises needs source power, and the bigger the business, the greater the power to push the development of enterprises. At this time, it is far from satisfying the rapid development of enterprises to rely solely on the source power of the boss.

After the survival period, the enterprise is ahead of the road: fast forward or stagnation or gradual decline.

At this point, the difference of the core competitiveness of enterprises depends more on the strategy of enterprises rather than the "basic management" of enterprises. The quality of basic management depends on the quality and ability of the middle-level team of enterprises.

Moreover, it has been proved that the promotion and cultivation of middle level teams from enterprises is easier for enterprises to develop, because no one knows and is more loyal to the enterprises than the internally trained ones.

For the boss, its quality not only reflects the ability of the enterprise, but also how he builds the core business team and the ability of training middle level talents.

Opportunity is very eager for any enterprise, but in the case of talent shortage, lack of excellent team and lack of "general" who are alone in their duties, they are hard at work. They are exhausted by bosses and lose their reputation.