The Fundamental Threat Of "Extinguishing" Management To The Survival Of Enterprises

Among numerous Administration In this book, there is no concept of "extinguishing" management. It is the first creation of Chinese enterprises, and a normal form of Chinese management in most Chinese enterprises. Of course, it is also a kind of helplessness of Chinese enterprises.

Because of this helplessness, the concept of management hierarchy appears to be very vague in small and medium-sized enterprises. No matter the top or middle level, whether the boss or the cadre, most of the time play the role of "fire fighting" in the enterprise scene. At the grass-roots level, the staff at the grass-roots level do nothing, and the quality of products is checked by QC. The outcome is of course not to be closed, and the production schedule almost depends on customer fines to "follow up". One word is chaos, and it is chaotic. And, for a long time in the state of "fire fighting", enterprise Leaders' management thinking gradually becomes "fire fighting" thinking.

In modern society, Economics The stable period is very rare. Therefore, this requires enterprises to make corresponding changes to this kind of change at any time. However, because of the long-term "fire fighting" state, management thinking is also difficult to become a system. Many enterprises' responses to these changes are generally strategic rather than strategic. Therefore, in many enterprises, many simple problems have not been solved for a long time, and many management spanformation behaviors have no end.

In fact, many times, external changes and crises require enterprises to change their organizational strategic thinking mode and carry out fundamental management reform. If we can only use the idea of "fire fighting", we can only respond to short-term changes that are superficial. Moreover, these "fire extinguishing" management practices often make us have no time to take account of those fundamental trends. These fundamental trends will really become an important threat to the survival of enterprises in the long run.

The story of "frog in warm water" should not be strange to anyone. In the end, the frog died in warm water because it could not perceive the slow change of water temperature, and could not perceive this change, so that it could not make proper response in time. Of course, our enterprises are not frogs, but in reality, the trap and crisis of "warm water" are everywhere. If a business leader wants to avoid doing this frog, he must jump out of the "extinguishing" management thinking and establish the fire management system of enterprise management in time.