Since the reform and opening up in China for more than 20 years, after the state-owned enterprises, large and small production enterprises of other economic sectors have sprung up like mushrooms after rain. These enterprises have brought vigor and vitality to China's market economy and made important contributions to China's market economy.

Zhejiang, a province that is at the forefront of the national economy, basically concentrates its advantages and vitality on the private economy, which is also the potential to accelerate Zhejiang's economy. However, after these enterprises became larger and larger, operators gradually introduced more advanced management technologies, concepts and professional managers, but their vitality became smaller and smaller. The main problem is that the management level of operators has not kept up with the requirements of enterprise development, and the comprehensive management ability of professional managers has not kept up with the requirements of market development.

When the enterprise is still very young, three or five people, four or five workshops, even very simple management means, can make the enterprise run efficiently. If something goes wrong, managers can quickly and clearly know where the problem lies, easily grasp the key points of competition, and have the characteristics of flexible system, quick response, strong action and strong execution. After a period of development, the scale of enterprises has increased, and the production links, workers and management levels have also improved. Although the boss has changed with the development of the enterprise, the boss is still the original boss, and God has not given them more heads and eyes, which is difficult to deal with. Therefore, bosses often know that enterprises have problems, but they are not sure where the problems lie. For example, the cost is higher than peers, why is it higher than peers? Where is the height? How high is it? He couldn't say it and didn't know what to do. Then, an idea came out-hiring professional managers, and professional managers failed to achieve the purpose of operators due to various reasons or lack of ability, resulting in a chaotic situation in which operators did not trust managers and managers did not trust operators. Here I briefly discuss the current situation of operators and professional managers in Zhejiang and the places that need improvement.

First, the status quo is insufficient

(1) operator

1. In corporate strategy, operators' lack of understanding of strategy often leads to the following misunderstandings:

A) People think that the modern market is globalized and internationalized, and the competition is becoming more and more fierce. The product demand depends on the customer's demand, the plan can't keep up with the changes, and there is no clue about what to produce in the later stage and how much to produce. Everything changes with market demand, and strategy is like a piece of waste paper-useless.

B) Because the strategy is vague or incomplete, it is considered that the strategy has little effect on the development of the enterprise.

C) Many enterprises use planning instead of strategy, without realizing that planning is not strategic thinking. In fact, planning is benefit analysis and implementation, while strategic thinking is a comprehensive process.

D) The individual will of the operator replaces the strategic formulation of the whole enterprise. Because individuals can't analyze and predict the advantages, disadvantages and external environment of enterprises in detail, the intuition and judgment of operators lose the support of rational analysis, which leads to the blindness of strategy.

E) Too much consideration of competitors and lack of research on customers make the strategy unable to meet the actual needs and deviate from the real role of the strategy. An excellent strategy should pay attention to the needs of customers and how to create customers.

2. Lack of review, analysis and adjustment of strategic objectives.

3. In the process of implementation, the strategy is not decomposed or unclear, which leads to ineffective monitoring.

4. Many enterprises have overlapping and blind spots in the management process due to unscientific system setting, which leads to poor coordination among departments and mutual shirking of responsibilities.

5. Because of the success in the initial stage, some operators have developed the idea of complacency, arrogance and superiority. Some people are busy every day because they don't trust people or cultivate people who trust them, which leads to insufficient learning ability and business philosophy stays in the early stage.

6. Lack of training, education and personnel training for employees leads to low quality of employees, lack of talents and insufficient competitiveness of enterprises.

7. The talent selection system is not perfect and scientific, and it pays one-sided attention to superficial phenomena such as education, experience, age and salary, which leads to the mismatch between the selected people and the needs of enterprises.

8. There is no reasonable consideration of the relationship between benefit and efficiency, and the persistence in grasping long-term efficiency is insufficient. Many operators pay too much attention to short-term benefits and ignore long-term benefits, hoping that their enterprises will change, but they are afraid to change the status quo. For example, fill in daily newspaper, establish quality system, implement 5S, TPM, data statistical analysis, morning meeting, evening party, regular meeting and so on. Will waste time on the surface, regardless of the importance and long-term interests of these tasks.

9. One-sided attention to one aspect of the result or process. Operators do not have a deep grasp of advanced management technology and processes, and many only know the results or general theories of advanced management technology, but do not understand and care about the process, which leads to the obvious deviation of the implementation process from the demand, and the final result is also obviously deviated from the goal or failed to achieve.

10. The plan is not detailed enough, which leads to the unclear explanation. Leading to unclear execution process or excessive deviation of personal consciousness of the executor from the target; Some operators lack thinking and planning, and often change orders from time to time, leaving the executors at a loss.

1 1. Lack of understanding of advanced management technology and tools, resulting in poor results after introduction.

To sum up the above problems, it should be said that it is normal for some enterprises in the catch-up period and toddler period to appear the above articles, but they must be corrected as soon as possible and cannot stay in this backward management for a long time; It is not normal for enterprises in adolescence to obviously have the above problems, and they will be gradually eliminated in the modern competition of market globalization, internationalization and increasingly fierce competition.