There are some common problems in China's small and medium-sized enterprises.
First, the problem of the enterprise owner's mentality. 1. Impatience. 2. Lack of effective communication. 3. Uncertainty about the issues to be resolved. 4. Lack of patience. The author believes that a small-scale handicraft workshop, whether it wants to transition or is already transitioning, needs a gradual process. However, this process is often the most important one, requiring time and real commitment to solve, rather than introducing any management methods or tools.
Second, the issue of how to use people. 1. Spending a lot of money to hire high-level management talent from outside, but often the enterprise limits such "parachuted" talents, wanting them to do well but restricting their freedom of action. Thus, many enterprises announce the failure of transformation. 2. Not understanding what power is or how to allocate and use power, unclear about the relationship between giving and taking.
Third, the heavy influence of family authority on its own growth. Since there is management, there should be no exception personnel. In this way, all systems, including financial management, will be implemented.
Fourth, production, sales, and administration are the three major systems supporting the growth of an enterprise, but many people do not understand balanced allocation.
Fifth, there are still some people who do not know that "management brings benefits" and consider management to be nonsense.
This article comes from Understanding the traditional philosophical thinking of the Chinese nation.