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Processes systematization and the development of Chinese SMEs threshold of pain
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Processes systematization and the development of Chinese SMEs ‘threshold’ of pain
Case of: Fortune is a private food company, early in the morning every day away from work and there are about a half-hour appearance, founder and chief executive - the founder of this enterprise, Wang total, the company sat on the early entrance looked at one by one employee to report for duty, of course, the way to arrest several lazy latecomers. In order to carry the company’s management, Wang has organized a total troops, has developed a large number of rules and regulations, and even take high-paying first-line brands from the ‘dig’ over a number of excellent professional managers, and shining ‘benchmarking’ business practices, mechanically copied a lot of ‘rules’ and management tools. However, as Wang commander-style management has become a habit for many years, more ‘voluminous’ style of management systems become a ‘vase’, we still used to listen to verbal instructions, chief Wang to work, so, the company often like a scene : All departmental staff, whether administrative, human resources, sales, finance, production, together in the factory loading, unloading, etc., but even so, business efficiency is still not high, the total number of employees using a business trip, Wang, Wang is not the total and their families time, late, leave early, and labor does not contribute to such a common occurrence and development of enterprises encounter bottlenecks, five years ago, companies have done more than 2 million in size, may be after five years, sales are still stagnating, companies have become long - small ‘dwarf’.
Fortune’s in the end how it? So, what has prevented the company’s rapid growth and development?
Case in which Fortune Development Company was hit the ‘ceiling’, in fact, with the owner of this enterprise, which is company’s overall operation and management of King models have great relationships, as this enterprise is the king who led everyone
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