Introduction: Small and medium-sized enterprises (SMEs) are an important part of the development of national economy in both developed and developing countries, and accelerating the development of SMEs can lay a good foundation for the sustained and stable growth of national economy. However, in the process of rapid development of small and medium-sized enterprises, small and medium-sized enterprises still appear a lot of problems. To survive and develop in the fierce market competition, small and medium-sized enterprises must start from their own actual situation, take the initiative to adjust their own industries as well as their own products and services structure, and find a way to adapt to the survival and development of small and medium-sized enterprises enterprise management system.
Analysis of the management mode of small and medium-sized enterprises
Since the reform and opening up, China's small and medium-sized enterprises have been rapid development, and become an important part of China's economic growth. But there are also many factors that constrain the development of small and medium-sized enterprises. In the new situation, how to improve the development of small and medium-sized enterprise economy has become an important topic in today's society.
First, the development of China's small and medium-sized enterprises
Small and medium-sized enterprises refers to the Chinese people *** and the country's territory, the establishment of a conducive to meet the needs of society, increase employment, in line with the national industrial policy, the scale of production and operation of small and medium-sized enterprises of all kinds of ownership and various forms of enterprises. Enterprises are smaller in size, with fewer employees, and most are at the start-up or growth stage. Small and medium-sized enterprises are an important part of a country's economic vitality and occupy an important position in China's national economy and social life.
Since the reform and opening up, the development of SMEs in China has roughly gone through two transformations, one is the early stage of the reform and opening up, due to the successful implementation of the market economy policy and the vigorous development of the non-public economy, which gave birth to a large number of small and medium-sized enterprises (SMEs). The other time was after 1997, with the domestic economy experiencing a weak market and sluggish start-up. In the face of this phenomenon, the country was faced with two important tasks: reform of state-owned enterprises and revitalization of SMEs. As the reform of State-owned enterprises encountered a bottleneck, the State chose to revitalize small and medium-sized enterprises (SMEs) as an alternative exit in its quest for economic development. At that time, the State formulated two policies, one to improve the internal vitality of enterprises and the other to improve the external business environment. Before that, the society as well as the mainstream of the national economic circles have always had some views on SMEs, and some people even said that SMEs have been surviving and growing up in the cracks.
China's practice shows that vigorously developing small and medium-sized enterprises is conducive to meeting the needs of rapid economic growth, small and medium-sized enterprises have become the most dynamic market economic subjects, the most growth potential of the part, small and medium-sized enterprises on the CDP growth has reached more than half of the contribution; small and medium-sized enterprise development is conducive to solving the problem of the three rural areas, narrowing the gap between urban and rural areas, regional disparities, and realize the **** the same affluence; is conducive to Encourage entrepreneurship, provide employment and re-employment positions, ease the pressure of employment; conducive to optimize the economic structure, promote economic growth and economic restructuring, especially to promote the development of tertiary industry is far-reaching.
But we see the vigorous development of small and medium-sized enterprises at the same time also need to pay attention to the current situation of the development of small and medium-sized enterprises and the problems faced. On the one hand, due to the impact of the current economic crisis, labor, raw materials, land and other costs continue to rise, and China's small and medium-sized enterprises have relied on low profit margins have been repeatedly suppressed, and some small and medium-sized enterprises have even been no profit margins, resulting in the development of small and medium-sized enterprises to survive more and more difficult. On the other hand, the management system of Chinese SMEs, such as the family-style management model, has also seriously constrained the further development of SMEs.
Small and medium-sized enterprise management mode analysis
Compared to large enterprises, small and medium-sized production scale, management is simple, many small and medium-sized enterprises are family management, business leaders are both owners and operators, this mode is conducive to the production and management activities to carry out direct control can reduce the labor cost and enterprise capital risk. This model is conducive to the direct control of production and business activities, which can reduce labor costs and the enterprise's capital risk. This is a simple management model that can respond to the market in an agile manner.
1. The management concept and method are relatively single, and the management system is not perfect.
As the small and medium-sized enterprise enterprise itself is small, the company's staff is scarce, the management level of the bottom, the management method is also relatively outdated. Coupled with the existing management and staff education is not high, the lack of a comprehensive understanding of the correct management methods. Enterprise management lacks a clear division of labor, lacks the necessary management institutions, and there is no clear management system for the existing management institutions. Daily management work is directly directed by the owner of the enterprise, the manager of the enterprise management authority is greatly restricted, can only be responsible for the daily management affairs. The staff's motivation to work is not high, there is no reasonable distribution system and a good working environment to maximize the staff's motivation to work.
2. Talent is harder to absorb and retain.
Small and medium-sized enterprises (SMEs) have a small production scale, which makes it difficult to absorb talents with excellent expertise. The majority of SMEs are family-run, with their own limitations, making it difficult for them to make breakthroughs in the introduction of talent. The management of this management mode of operation management authority is concentrated in their own family in the hands of people, the external recruitment of talent can not give full confidence to become a senior manager, and excellent management personnel due to the personal development of the space is small, the opportunity to give full play to their own ability is small, do not meet the requirements of the realization of the value of the self, is not willing to stay in the SMEs for a long time.
3. The technical content of the products is not high, and the competition is fierce.
Many SMEs lack core technology and core products, and have low innovation capability. The survival and development of enterprises do not realize the importance of technological innovation product innovation, can not play a leading role in technological innovation. At the same time small and medium-sized enterprises production scale, weak strength, lack of funds is difficult to realize the planning of technological innovation. China's small and medium-sized enterprises, the lack of technology research and development personnel to increase the technological innovation of the problem.
4. Lack of funds, financing difficulties.
The rapid development of small and medium-sized enterprises (SMEs) has increased the proportion of China's economy year by year, and played a greater and greater role, the more they hope to use financing to grow their own enterprises. However, SMEs are relatively backward in their own management, their products are not very competitive, and many banks and investors lack sufficient confidence in investing in SMEs.
5. Product marketing method is single, the market knowledge is not comprehensive.
SMEs produce a single product, sales channels also have limitations, the production of more dependent on fixed customers, and these fixed customers less, if this part of the customer is lost, the enterprise may face the disaster of closure. Most of the SMEs implement the traditional concepts of production marketing, product marketing and marketing.
Third, to strengthen the management of small and medium-sized enterprises, innovative management mode
1. Improve the overall quality of employees, knowledge training for employees.
The overall quality of the enterprise staff includes both the staff's own cultural level and technical knowledge level, but also includes a long time in the enterprise work and development of the accumulated experience. These are both the basis for the development of the enterprise is also a valuable asset for the survival of the enterprise. The improvement of the overall quality of the staff is a long-term, continuous process. In the end, the competition of the enterprise is the competition of talents, so the enterprise staff only to accept new things, learn new knowledge to keep up with the update of knowledge, and promote the development of the enterprise.
2. Fully understand the strengths of the staff, know people well, and give employees to create a good competitive range.
Everyone has their own strengths and personalities, as a manager to fully understand their own staff to help find more suitable talent to assist their own management of the company, to start work. The best way to utilize the strengths of each employee is to allocate jobs in a way that allows them to maximize their potential. As a good business manager, listening to the opinions of employees can help to regulate the internal problems of the staff, make the staff more united, improve the efficiency of the work, and mobilize the enthusiasm of the staff. In small and medium-sized enterprises, there is also competition among employees. Managers should take advantage of the legitimate competitive atmosphere to mobilize employees. Pay attention to every move and emotional change of employees to prevent unfair competition in time. Therefore, managers can develop a set of proper performance evaluation system, to positively evaluate employees by their work performance, not according to the leadership's favoritism, employees' interpersonal relationships, and employees' opinions, so as to make the assessment of employees a little more fair and objective. At the same time, the enterprise internal establishment of normal employee communication channels, so that the employee performance appraisal transparent.
3.
The choice of management system for small and medium-sized enterprises can be reformed on the basis of the original, improve the management of existing departments, according to the development goals of the enterprise and its own characteristics, the establishment of different institutional departments. To achieve each person each department in its own way, to ensure that the enterprise to the most reasonable cost to achieve the goals of the enterprise. Improvement of the company system is the core of the modern enterprise system, not only is the important framework of the modern enterprise system, but also to enhance the competitiveness of modern enterprises and help enterprises to seek benefits `necessary conditions.
4. Cultivate the core technology and innovation ability of the enterprise and improve the enterprise technology system.
The technology system is composed of technology patents, know-how, facilities and equipment, as well as technical specifications, including hardware and software interlinked, synergistic organic system, which includes both knowledge and technology in the form of hidden technology resources, but also includes the core product as the manifestation of the explicit technology resources. Today's society, science and technology develop rapidly, science and technology is the first productive force, is the pillar of the core competitiveness of enterprises. Technological innovation is the source of survival and development of enterprises, and is a necessary path for the growth of enterprises. Enterprise technology system is usually centered on one or several key technologies, develop and utilize these core technologies and create their own core products around them. Through publicity, training and other measures to make the concept of innovation as one of the core of corporate culture, to achieve everyone has a sense of innovation. Through staff training, recruitment and other ways to cultivate innovative technology developers, to motivate more employees to innovate.
5. Establish a good credit concept and improve the financial situation.
Small and medium-sized enterprises facing financing difficulties should first start from their own, to train the enterprise personnel to learn financial knowledge, improve the understanding of finance. To establish a good image of the enterprise itself in a practical and honest way, and to establish a better relationship with consumers and banks to lay the foundation for financing. In addition, small and medium-sized enterprises should also broaden the financing channels, the use of domestic and foreign financial markets to seize the opportunity to seek more opportunities to help themselves.
6. Improve the marketing strategy and diversification of marketing means.
Small and medium-sized enterprises in the product investment decision before, need to be put through the production of products whether the market research studies, and analyze the economic profits after the completion of the project, the future prospects for the sale of products to predict and evaluate the direction of its investment and its positioning. From the optional production products, selected key sales products, focus on the development of the enterprise to maximize economic profits. It is crucial to transform traditional marketing methods to form a customer-centered model. Through discounts, promotions, distribution and other ways to sell products, to achieve the effect of more rapid product sales.
In short, to seek the length of the wood, must be fixed at its root; want to flow far, must dredge its fountainhead. Small and medium-sized business management task is very difficult, in the context of socialist economic development, we must both seize the opportunity and face the challenges. Small and medium-sized enterprises should face up to the problems existing within the enterprise, come up with solutions to meet their own predicament, and establish a complete set of management system and sales system. Small and medium-sized enterprises to improve the enterprise system, the purpose of the company's staff to follow, improve the status quo, and enhance the comprehensive strength of the enterprise competition. The increasing number of small and medium-sized enterprises will be the driving force of the country's economic development, let us look forward to the rise and development of small and medium-sized enterprises.