Fierce competition, in which most enterprises of domestic business have to work, exacerbates the issue of effective enterprise management. The quality of services, the technologies used, the competence of personnel, good advertising allows the company to stay “afloat” and even increase production. But according to statistics, 80% of the companies that have opened are closed, not having survived even a 2-year boundary of existence. The reason is an ineffective management system.
It is necessary
A clear business plan for the manufacture and sale of our own products, developed motivation for personnel, capital that can be used for bonuses, incentives, etc., a management team and several theoretical manuals on personnel management
Instructions
Step 1
To open and manage any enterprise, a clear business plan is required, which will take into account investment risks, stages of enterprise development, production volumes, points and methods of product sales and a number of other points that affect business development. With a good business plan, you can get a significant amount of money from the bank or from people willing to share with you.
Step 2
Any enterprise needs leadership, that is, a management group that will set clear goals for the team and monitor their implementation. The leader of the management group is the director of the company who manages several top managers. These should be competent people familiar with the theory and practice of enterprise and personnel management. Their number depends on the size of the company and may vary.
Step 3
The company must necessarily develop a personnel motivation system. These can be both incentive measures and punishable ones. The so-called "carrot and stick method" is used in the management of many enterprises. It is advisable not to abuse the "whip", as it can scare off potential highly qualified specialists, earn the company a bad name in the labor market and contribute to staff turnover. The amount of money allocated for bonuses and cash incentives is best planned in advance when formulating the budget for the new year, in order to avoid subsequent problems with balance and reporting.
