The most critical factor for an enterprise to maintain sustainable development and make higher performance is whether it has a group of middle managers who know how to operate, know how to manage, are good at communication, are willing to work hard, and are down-to-earth, fair and decent, honest and industrious, and pragmatic. These people can be the will of the senior management, grass-roots work and the market reality of the three dynamics of enterprise development organically linked together, they are the vision of the enterprise, strategic decisions, organizational programs and implementers. Although enterprises in the market competition will face many problems, but the most critical, the most important is the implementation of the middle managers are not in place. This shows that the implementation of middle managers in the development process of the enterprise is how pivotal.

Some people have compared the image of the enterprise as a person, the enterprise in the top management as if the brain, to grasp the direction, to construct the vision, planning strategy; middle is the spine, to assist the brain to convey instructions and complete the operation, and command the limbs both grassroots and purposefully select the implementation of the way to optimize the workflow, the intention of the senior leaders and strategic decisions to better carry out to the actual work. Therefore, people are accustomed to see the middle managers as the boss's "double", the boss's "mouthpiece", but also to support the brain's "spine". If the support of the brain "spine" lesions, will inevitably cause limbs and trunk of the activities of the obstacles, and even the emergence of the overall "paralysis". Middle managers as the backbone of the enterprise and the spine, its importance is unquestionable. However, we must see that the modern enterprise system under the conditions of the middle managers in the concept, ability, style, conduct, performance, structure and other qualities of the requirements of the planning system is completely different, in order to effectively enhance the implementation of the middle managers, it is necessary to seriously study the factors affecting the implementation of the enhancement of the implementation of the platform to actively enhance the implementation of the implementation of the efforts to find ways to enhance the implementation of the decision makers, leaders, Implementers, promoters endowed with the middle managers truly become the enterprise's "spine".

Anatomy of the self to seriously find the factors affecting the implementation of

With the continuous deepening of the work, the focus of the enterprise contradictions continue to increase, "look at the people do not do the right thing", "chanting the scriptures do not bump into the bell", "Fawning on not jealous of the next", "report the good news not to report the bad news" and other "office politics" within the enterprise began to grow and spread, and thus, the emergence of "to implement the meeting Meetings, documents to implement the documents, to statements rendered to promote, to return instead of implementation, to summarize the effectiveness of the publicity to ignore the innovation" and other phenomena are endless, resulting in departments and departments, managers and managers, "push the commission, tug of war, running, internal conflict, management, implementation is still the same, pioneering, innovation, and so on. "and other shortcomings are commonplace, over time, the enterprise suffers from "peripheral nerve paralysis", the "brain" issued by the implementation of the instructions will show "slow action, implementation of the delay, implementation of discounts Drag, the implementation of the discount", will inevitably affect the implementation of the play of "lesions".

1.1, middle managers lack of unremitting tenacity; manifested in the implementation of the policy can not always be consistent, a tiger's head, the beginning of the work is often organized, planned, publicity, mobilization, deployment, arrangements, but with the passage of time and the promotion of the work, the beginning of the enthusiasm gradually cooled down, they are fewer inspections, forget to supervise, lost the promotion, dropped the assessment, lost the summary; Work to treat themselves leniently, strict discipline, often decision-making, plans, programs, a basket, but is not decided, decided but not line, line and not real, failed to have formulated decisions, plans, programs, the purpose of the implementation of specific goals, positions and employees, but also not according to the decision-making, plans, programs, goals, positions and work in progress to formulate a rigorous timetable and standardize the rewards and penalties. Such middle managers are bound to suffer from an "organizational peripheral nerve paralysis", resulting in the implementation of the more to the grassroots, the more procrastination, painless, sloppy, get by, perfunctory.

1.2, the internal organization is not scientific, management structure configuration is unreasonable, "bittersweet" phenomenon is serious; from the management point of view, compared with the modern enterprise functional organization set up situation, the current monopoly management system is set up too many functional departments, functional configuration is not scientific, there are a lot of cross-functional and overlapping. In addition, the influence of social environment, management level, superior requirements and actual staffing of the "post" and other factors, resulting in the unreasonable configuration of the entire middle management structure, to enhance the implementation of the middle managers to bring a series of hidden dangers. First, the work of the "bitterness and happiness" and "whip the fast cow" phenomenon in individual departments is more serious. Second, the department's responsibilities, rights and benefits are not balanced, can not develop a relatively fair, scientific, reasonable and practical performance appraisal system. Third, leaders recognize the concept of pro is still at work, the same level of middle managers in the work of the same level of courtesy, often favored by the fluttering, was left out of the wrath of the people.

1.3, the arbitrariness and uncertainty of the policy tripped the legs of the implementation; (1) managers to introduce policies and systems rely only on patting the head, play the passion, the lack of detailed research, repeated argumentation and serious scrutiny, the result is that the policy and the system of frequent change of policy and system, so that the implementer is at a loss. In the end, when good policies and systems are introduced, they are not effectively implemented. Because, "crying wolf" too much. Once the decision is formed, the leader should take the lead and go all out, do not work in the "stop and go", "procrastination". (2) policy and system itself is unreasonable, lack of guidance, relevance, feasibility or too cumbersome and unfavorable to the implementation. In practice, we often find: managers attempt to fill out a variety of statements to constrain the behavior of employees, or through a variety of appraisal system in an attempt to achieve the purpose of improving the implementation. But often the opposite is true. Enterprises to develop a system is equal to the executive head on a "tight hoop", the same also increased the executive's internal reverse psychology. The final result is that employees work perfunctorily, so that the provisions of the enterprise in the form.

1.4, work on the formalism and performance of the cult of personality on the implementation of the impact; the reality of the account manager and the city manager in the performance of their duties in the process of their functions and utility there are a lot of cross and overlap, the purpose is to provide customer service, collect supply and demand information, and to maintain the stability of the market; similarly, the operation of the centralized distribution and delivery of its substantive role in the 80% of the supply of goods on order. How much can the rural market play? Now the sales and profits are increasing day by day, but how much is through the market publicity, planning, regulation, operation and seize and get? Ask yourself, through the centralized distribution and supply by order, enterprise cohesion, network support, customer centripetal force in the end increased by how much? The high overhead costs, unabated sea tactics, endless changes in the mode of change in the absence of monopoly mechanism can be so engaged in the case? When we all see the problem and are unwilling to say, it can only be shirking, slack, and even cope with the implementation, will lead to low implementation.

1.5, job performance appraisal rough, it is difficult to play the role of incentives, promotion. First, the post management neglected scientific, detailed performance appraisal system construction, only the so-called "moral, ability, diligence, performance, integrity" of the middle managers briefly qualitative appraisal, assessment results are unfair. Secondly, the administrative management of the unit is sloppy, the construction of rules and regulations is extremely crude, lack of standardization, scientific and practical, it is difficult to carry out scientific and effective assessment of the middle management personnel constraints. Thirdly, the current assessment methods are set up in a single way, theoretically and practically unable to give a more accurate and appropriate judgment on the work performance of middle managers. Fourthly, the utility of appraisal is shrunken by the emphasis on year-end appraisal and neglect of daily appraisal. Fifth, by the impact of the social environment, the examiner's general thinking of good people, unwilling to correctly assess the appraised personnel's merits and demerits, the assessment of the form, frustrating a considerable proportion of the staff's enthusiasm.

1.6, leadership promotion is not fair, unfair, middle managers generally lack the motivation and enthusiasm for the pursuit of progress; job promotion has always been the most important means of human incentives, however, the current practice of job promotion system makes it difficult to play its role in incentives. First, despite the setting of the maximum age limit, but the leadership positions relative to the fact that the "lifetime system" has not been broken, unable to motivate the middle managers to seek truth and pragmatism, hard work, hard learning, the pursuit of progress enthusiasm. Secondly, in the promotion conditions of leadership positions set unscientific, unreasonable, unfair (such as age, education, status, institutional specifications, recommended assessment, etc.), resulting in part of the age group of managers (35 years old and above), "money to buy a diploma", "spend money to pull the strings! ", restricting most of the middle managers to pursue progress and enthusiasm. Thirdly, a large number of superiors sent down to the post of cadres, on the one hand, not only prevents the possibility of upward promotion through the efforts of 92% of the grass-roots staff, but also hit the grass-roots staff work enthusiasm and creativity.

1.7, leadership promotion mechanism is incomplete, restricting the implementation of the middle managers; due to the lack of standardized and mature middle managers promotion assessment methods and assessment system, in the middle managers promotion assessment process, unit organizers are often the relevant departments of middle managers and the so-called staff representative onion pulled into the assessment camp, so that it becomes a speech defense, democratic deliberation, organizational assessment of the key candidates; not to mention that the whole promotion of the whole process is not only to prevent the possibility of 92% of the grass-roots personnel through efforts upward, but also to combat the work of grass-roots personnel, creativity. Key candidates; not to mention, the whole promotion assessment process written test only 20%, and speech defense, democratic deliberation to account for 80%, when a person's political destiny can not get rid of the 80% of the bundled, and how to implement the courage? So it is more "input" in life, work to stay "back", interaction in the construction of "fortress" has become the main daily work of middle managers, which led to the study of the "Quotes, business conditions, world conditions, humane" change more people, study "learning, work, efficiency, innovation," the development of fewer people; difficult to form a correct orientation, restricting the implementation of the middle managers.

1.8, the middle managers of the "self-performance" and "self-protection" consciousness is more serious; in the implementation process, we often find; due to the middle managers by their own mentality, quality, concepts and other factors, in order to reflect the power of their own. Their own power, by all means to enlist a group of managers, the world does not talk about the objective basis, the work is often not the right person, pulling the head of the mountain, engage in sectarian. Only by personal good, evil to judge the work of right and wrong. What's more, a considerable part of the middle managers always think that they are working for the boss, the benefits of the enterprise, image, development is only the leadership of the "face, image, performance and ladder", the increase or decrease in corporate efficiency, image of good or bad, the development of fast or slow and I do not have any relationship, as long as the protection of my month to month to get a salary, quarterly benefits, Year-end bonuses will be OK, so it is full of complaints, grumbling, all the blame on the "team is not united, the leadership does not support, colleagues do not benefit", see the benefits, active and enthusiastic, scrambling to be the first; found that when the problem, or turn a blind eye, play deaf and dumb, or blame it on the superiors, subordinates, peers, the environment, or blamed on the change, Speed, policy, revenue, can not talk about thinking about the problem and solve the problem. Usually "keep the position" in the first, "due diligence" in the second, the ultimate direction of its efforts is not how to do a good job, but how to keep their positions, "the wind blowing on both sides down" is said to be The middle management.

1.9, middle managers narrow-minded, push over the phenomenon of merit is commonplace; due to the influence of individualism, the reality of a considerable part of the middle managers can not listen to the opposite views of others, and fear that others will constitute a threat to their own credit, and therefore on the outstanding achievements of colleagues or subordinates to adopt a repressive approach, so that the team can not establish a mutual cooperation, mutual trust in the atmosphere; sometimes in order to open the door to the public, and to make a good job, but also to make a good job. Trust atmosphere; sometimes in order to promote their so-called personality, regardless of the process, ignore the responsibilities, forget the system, reach around, used to compete with colleagues or subordinates to grab the name; when the work goes well, they go around to show how resourceful they are, when the work of a slight setback will be around to say colleagues or subordinates and how stupid and barbaric, and worse, "the same flow, the same way. The same greed, friends also, the same dirt, confidant also" trend of thought in individual middle managers are extremely prevalent in the mind, when colleagues or subordinates occur with his different opinions, or with him in the work of the dispute, the supervisor will immediately put him into another book, and rumors around the exclusion of the public, saying what others "do not support him! " "Do not obey him" and so on, so that colleagues can only "respect and far away".

1.10, ignoring the interests of the enterprise, the focus of the work will be shifted to the "departmental interests" and "dealing with people"; they often regard the departmental responsibilities without regard to the use of their position in the leadership of the facilitation of the conditions, using all the means available to exercise the "superior-subordinate relations". Coordination of "superior and subordinate relations" and "communication of departmental interests", false publicity and self-interest, left and right, ganging up on time, requirements, quality, responsibility, total disregard, get by, perfunctory; work arrangements in name only, talk about mode, want to face, Engage in performance, bluffing, often "discussion but no decision, decision but not line, line but not real", the task of implementation procrastination, implementation and implementation of loose, without the slightest sense of urgency. All day long think that they are engaged in "the upper policy, the lower policy", and the higher leadership of the new ideas, new points of view, new insights, new requirements of the soft grinding resistance; worse, individual good people in order to win the so-called circle of people's appreciation, like in front of the senior leadership and other people to move the right and wrong, spreading rumors. They are accustomed to their own "scope of responsibility" as "sphere of influence", often the mouth is not true, said than sung, it is precisely this kind of people, the leadership decision-making and implementation of the task of the implementation of the big discount, affecting the orderly development of the enterprise.

Two, focusing on the actual focus on the future and actively build a platform to enhance the implementation of

In the face of "the market is more volatile" and "management is becoming more complex" two major challenges, middle managers must be drawn from the specific matters, focusing on Planning, implementation, communication, coordination, supervision, implementation, guidance, control, assessment and continuous improvement and other work ideas and work methods of research, more mastery and use of advanced management concepts and management tools, and actively build a platform to enhance the execution, and constantly improve the implementation of the department and subordinates in order to promote the sustainable development of enterprises. Middle managers how to

Use the execution of this double-edged sword to get rid of the implementation of the strange circle?

2.1, choose a clear implementation goals; if the organization decision to network or paper documents issued, then the middle managers to obtain and decomposition of departmental goals easier. For some oral or meeting decision-making, there will often be "information filtering, information distortion" situation. This requires middle managers in the acceptance and decomposition of the task of superiors, in accordance with the actual situation of the department, carefully speculate on the intentions of superiors, listen to the views of the masses, make a detailed record of the basis, and continue to "deepen, optimize, refinement, sequencing" of the work process, to strengthen the organization of the work process, coordination, leadership, control, and choose the right implementation goals, and as far as possible. Select the correct implementation goals, and as far as possible, the work objectives are broken down into "measurable, locatable, operable, assessable, checkable, reviewable" minutiae, through the layers of decomposition, implementation of the responsibility to rationalize the process, and strengthen the communication, so that the implementer at a glance, know what they should do, should not do what, in a clear In the clear "goal, synergy, operation, performance, assessment, revenue", the heart of the positive work.

2.2, to establish an actionable time of implementation; discussed and decided things, must know when to start doing. More importantly, middle managers must know when to end that work. In reality, a lot of our work is only know when to do, don't know when to end; only know what to do today, don't know how to do tomorrow; lack of process control, no time constraints, do whatever you want, there is never finish the task. In the time is efficiency, time is life today, middle managers to completely correct the "discussion but not decided, decided not to do" habits, to develop in emphasizing the "time" in grasping the "perfect! ", in praise of "diligence" in the focus on "efficiency", in the pursuit of "quantity" to improve "earnings "good habits, to make good use of 80% of the time to solve important things, with 20% of the time to deal with miscellaneous trivialities, put the vision of the department's future development, and constantly clear tomorrow, Hou day, next week, next month, and even next year's plan.　　

2.3, active participation in the implementation and promotion of the task; middle managers must have an executive instinct, he must believe that "unless I make this plan really transformed into benefits, I do not have to do this meaningless work". Therefore, he must be involved in the implementation of the strategic operation of each link, personally in-depth grass-roots, involved in planning, analyzing the results, to grasp the success or failure, only in this way, he can be on the current situation of the enterprise, the project implementation, the state of the staff and the survival of the enterprise environment for a comprehensive and integrated understanding of the plan and the reality can be found from the expected and the results of the envisaged gap between the status quo and the various aspects of the bias that occurs, Errors and confusion in all aspects of the correction, prevention and removal. In order to help us to re-organize our thinking, clear objectives, seize the key, and promote the work. This is the most important work of middle managers in promoting enterprises to achieve their strategic goals as soon as possible. And regardless of the size of the organization, these critical tasks cannot be delivered to anyone else.

2.4, middle managers play a good "mentor" role; to do a good job "mentor", first of all, middle managers should stand in the forefront of the team, grasp an accurate direction, and help subordinates solve problems. In the implementation process, to firmly grasp the direction of action of the subordinates, so that it does not deviate from the normal operation of the organization's track, if there is a deviation, the deviation should be corrected in a timely manner. This requires middle managers to use systems thinking approach to the overall situation and problem solving. Mentors are always ready to help their subordinates solve problems, and to respond to and resolve their questions in a timely manner. In addition, middle managers should actively provide subordinates with the resources they need and help consolidate the executive's backbone. Subordinates in the implementation process, if the lack of human, material or financial resources, middle managers to mobilize the department's resources in a timely manner to support cooperation to improve the speed of implementation, if the department's resources can not be met, you can seek external assistance, such as from superiors or colleagues to request support. The so-called consolidation of the rear, refers to the middle managers should actively care about the families of the executives, such as inviting them to participate in departmental gatherings or giving them holiday gifts, etc. These measures will give the executives a good environment for implementation. Executives can be more energy to spontaneously put into the work, rather than passively accept the task, can effectively avoid the emergence of executives "in the Cao camp in the heart of the Han" embarrassing situation.

2.5, efforts to become a strong middle manager; to become a strong middle manager, we must strive to cultivate the exercise of middle managers of their own goal-setting ability, planning ability, comprehension, command ability, judgment, adaptability, learning ability, stress tolerance and communication and coordination ability, in the management of the work should be done to set up, check, assessment, rewards and punishments. Inspection, assessment, rewards and penalties, must follow the rules, violations must be investigated, and strict process control to ensure that the goal is reached, the plan is implemented. Although the control will make people feel uncomfortable, however, the management of its very realistic side, some things are not controlled in a timely manner, it will cause direct and indirect losses to the enterprise. However, if the control is too hasty or control is not enough, the same will have the opposite effect; control is too strict so that the ministry of oral conviction is not convinced, control is not strong, it may be difficult to maintain the site of the work of discipline. To be clear that the most ideal control, is to let the subordinates through the target management way to realize self-control, in order to effectively improve the implementation of the enterprise.

2.6, body first, power; "words are better than teaching", for the implementation of a task, middle managers should take the initiative to participate. The benefits are three; 1, played a role model; subordinates see the superior body, the spirit of encouragement, will be more positive attitude into the implementation of the 2, has a good communication effect; and subordinates work together, closer to the distance between the subordinates, deepen the private feelings, the implementation of the effect will be significantly improved. 3, the effect of timely feedback; due to the middle managers involved in the implementation of the implementation of the middle managers can be from Understand which part of this problem, which part of the implementation is not in place, is the manager or the staff of the implementation of the problem and so on, to solve the problem to save valuable time. Moreover, in the process of task implementation, middle managers can not just look at the completion rate of the target, we must always pay attention to the promotion process, but only in the presence of the correct play inspiration, supervision, guidance and corrective action, in order to effectively implement the prediction, analysis, judgment and preventive capabilities. Management which has what know-how, the supervisor take the lead to do, the bottom according to do, is so. Middle managers to get good execution in the management process, we must insist on leading by example, repeated inspections, personally.

2.7, cultivate a strong executive team; cultivate the middle management team and play the overall advantage of the middle management team is to strive to create an effective management execution of the premise. Solidarity and cooperation is a good work ethic, but because everyone in the enterprise in the pursuit of the interests of the tendency and the different qualities of their own, and not always be able to do "open-mindedness, openness to others". This requires companies to strive to create a "mutual use of resources, information **** enjoy, link strong, smooth processes, teamwork, the overall advancement of" the implementation of the atmosphere, emphasizing the work of the "sense of responsibility, sense of the overall situation and sense of mission", according to the procedures, according to the system, according to the objective law. System, according to the objective law; the implementation of the program should be responsible for "things", rather than "people" responsible for; strengthen the implementation of people to comply with the "procedures, discipline, responsibility" norms Strengthen the executive to follow the "procedures, discipline, responsibility" normative consciousness, and gradually dilute the executive to submit to the "power, position, personal" influence. Comply with the same rules, seriously "deepen, optimize, refine, sequence" the workflow, and directly complete the work to the end. In this issue, the core of the team is particularly important, the person should not break the rules and procedures have been developed, not to mention the violation of the objective law, so as to achieve orderly management.

2.8, the establishment of a scientific performance appraisal mechanism; with the continuous development of enterprises and the continuous expansion of the scale, enterprises not only need to establish an "open, smooth, standardized" internal communication channels, but also more need to establish a rule-based "system to manage people, rather than people manage people". Not people control people" management system. The lack of "people-oriented management" in the stage of sustainable development of enterprises is not terrible, and the lack of effective, equal, consistent system management is terrible, it will lead to mixed management processes. Therefore, enterprises only through strict system management, breaking the "people management" of the old framework, the implementation of the "system management" of the new model, in order to manage the functionalization, institutionalization, standardization, clear managerial responsibilities, rights and benefits, to avoid the "multiple leaders". "Multiple leaders". The establishment of a scientific performance appraisal mechanism, the enterprise should be in accordance with ① performance appraisal is subordinate to the development strategy. ② clear rules, for people to understand, easy to operate. ③ Maximize the mobilization, improve and give full play to the principle of staff initiative and creativity. According to the requirements of "rigorous project, complete content, clear standards, process standardization", the scope of the assessment, content, standards, methods, assessment results and departments, positions, titles, positions, rewards and penalties organically combined, do not treat the headache, treat the foot, through a series of assessment, mobilize the enthusiasm of the staff. Thus improving work efficiency, to improve the implementation of the purpose.

2.9, a clear implementation of the objectives, fine delineation of hierarchical responsibilities; middle managers as the enterprise's work as a practitioner, must establish "standardize organizational behavior, tap organizational resources, enhance organizational performance," so the core implementation of the concept of the management of the responsibilities owned by the management, the rights and interests of the speed of implementation of the strategy, the quality of the details and discipline of the organic coordination, clear, clear and clear, and the implementation of the strategy of the speed, the quality of the implementation of the implementation of the strategy, Details and discipline for organic coordination, a clear process, detailed responsibilities, strict assessment, and its systematic, hierarchical level by level decomposition, in order to promote the operation of the implementation of each strategy have a plan, objectives, steps, measures, corresponding budget, time schedule, responsible departments, assessment results, and the same implementation of a strategy, the length of time spent, the use of high and low costs, the quality of the completed Good or bad quality, the use of resources, as well as the impact on the surrounding environment to be seriously assessed, fully rewarded and punished. The implementation of the process of "responsibility, rights and benefits" of this strict quantification, deepening, refinement, sequencing, is not only "a thousand pounds of burden everyone carries, everyone has a target on the shoulders" linking force is manifested. It is also the implementation of the process of making full use of the target hierarchy to effectively implement the implementation of the assessment needs. Management's responsibilities, rights and benefits clear, its implementation has a clear direction, and no longer blind riding blind horse, where to count; also only clear corporate management's responsibilities, rights and benefits, the enterprise's different functional departments, different employees can put themselves in their respective responsibilities, rights and benefits from the practical maintenance of strategic operations in the process of implementation, so as to avoid each other's work, the phenomenon of pushing and pulling the skin Produce, better play the organization and departments, departments and departments, departments and individuals, as well as strategy and implementation, goals and reality, knowledge and skills of the polymerization, to promote the full implementation of corporate execution.

2.10, middle managers should be willing to be a ladder, know people well; the ancients said: women for their own beauty, soldiers die for a friend. Middle managers to mobilize the enthusiasm of the staff, we must sympathize with subordinates, to understand their expertise, put themselves in the shoes of the staff's growth, "think of ways, brains, ideas, carpet, looking for opportunities", to pro-active initiatives, selflessness of the spirit to help employees to do real work, do things, do good things, and in the staff to achieve a little bit of In front of the achievements, to give the necessary "evaluation, praise, publicity, incentives and promotion"; in the work arrangements, as far as possible, to give them the right position, know how to avoid its shortcomings, with its long, so that not only can prompt them to successfully complete the task, the subordinates will be due to the achievement of the confidence and confidence, morale, the whole team has a All-conquering, all-conquering momentum. If the middle managers do not know the strengths of their subordinates, but also to criticize their shortcomings. This middle manager will not be able to belong to the staff cohesion together, because each employee has more or less shortcomings, the world is never perfect.

Three, according to local conditions, actively explore and strive to find ways to improve the implementation of

Comrade Mao Zedong once said: "After the correct line has been determined, cadres are the determining factor. When the "telephone marketing, online distribution, card settlement, centralized distribution, modern logistics, chain franchising" this virtual "network management" has become a major strategic decision planned by the cigarette business enterprises, especially in this strategic similarity, model close to the process similarity The management tendency, management measures are very different, how to adjust the line, customer integration, channel maintenance, brand publicity

, as well as the network store, market supervision and customer service and so on to do the work to do a fine make the personality of the enterprise? So that the vision of the enterprise planning, strategic decision-making, goal implementation, organizational reengineering, process optimization and market competition, environmental changes and management innovation organic links and achieve perfect unity, and ultimately rely on and depend on the enterprise's middle managers to plan, operate and execute.

3.1, ideological education to be in place; as the saying goes; all the people of one heart, its strength breaks the gold. To promote "telephone sales, online distribution, card settlement, centralized distribution, modern logistics, chain franchising and peer supervision" and other work in an orderly manner. Middle managers should be in the "comprehension of the upper head, teach the head of the lower head, the outside head" on the basis of the actual around the "three responsible for", (and responsible for society, responsible for the enterprise, responsible for the staff;) to strengthen the "four kinds of consciousness ", (and role consciousness, responsibility consciousness, efficiency consciousness, management consciousness;) improve