In the initial stage of the company's establishment and operation, the chairman served as the general manager of the company, and he personally managed from production to market, from supply and marketing to finance. Fortunately, the company's initial scale is small, and he can cope with this management method. With the rapid development of the company, the number of personnel is increasing and the scale is expanding. The chairman began to feel that he could not manage the enterprise in the original way. Therefore, he recruited all kinds of management talents, enriched them to various management departments and authorized them to manage. In order to maintain the decision-making control over the enterprise, he decided that his younger brother would be the general manager of the company. Z company is a private family business. Although the younger brother of the chairman graduated from college, he knows nothing about enterprise management, and is far from the requirements of the general manager of a company with an annual after-tax profit of over 100 million yuan in terms of personality and communication skills. Soon, the company's sales and profits plummeted. The chairman found this problem, realized the disadvantages of family management, immediately removed his brother's position as general manager, and recruited Mr. L, the general manager of a large state-owned enterprise from the talent market, as the third general manager of the company. Mr. L has worked in state-owned enterprises for many years and has his own methods in production, technology and sales. However, the operation of private enterprises is very different from that of state-owned enterprises, and the power of the general manager is also different from that of state-owned enterprises. Although Mr. L works hard, the operation and management of the company has not been smooth, and some plans of the general manager are difficult to implement. The company's performance has been slowly improving and improving. After careful consideration, the chairman decided to replace him again. This time, the chairman listened to a friend's suggestion and thought that the company must introduce professional managers with modern management skills in order to implement modern management, and decided to recruit a senior manager with modern management skills and high education as the general manager of the company. According to a friend's introduction, Mr. D, who has held senior management positions in many enterprises, was selected by the chairman. A month later, Mr. D became the fourth general manager of the company. Mr. D graduated with a master's degree in management. He is familiar with modern management knowledge, fluent in English, and has experience in dealing with foreign businessmen and international management skills. In the first half of his term, the chairman was very satisfied with him. But half a year later, the chairman found new problems: First, Mr. D's modern management science and ideas were quite different from his management methods, and Mr. D's new methods and ideas were questioned and resisted by some senior managers and the chairman himself, thinking that these practices did not conform to the "national conditions" of private enterprises in China; Secondly, Mr. D asked for the replacement of some senior middle managers in the company and the introduction of talents with higher academic qualifications and abilities. However, the chairman thinks that although these senior managers have low academic qualifications, they still have no problem in their current posts and are unwilling to dismiss these employees who have made contributions to the company. But Mr. D insisted on his own point of view, which made the chairman feel that the general manager was not as obedient as the previous general manager. Due to the occurrence and delay of these problems, other problems of the company, such as interpersonal relationship, have caused some negative effects on the company. After careful consideration, the chairman made a difficult decision: to replace the general manager of the company again. A: It mainly comes from the resistance of habitual forces within the enterprise. The newly appointed general manager will always bring some new management modes and methods, which are often different or even in conflict with the old management modes and methods of enterprises, so new ideas and concepts, new policies and measures are difficult to be accepted and implemented. Enterprise reform is an eternal theme, but it is a step-by-step process, so we can't rush into it, we can only prescribe the right medicine, otherwise haste makes waste. A: Not appropriate! If it is the ability of the new general manager, it is understandable to dismiss them just because they didn't see it clearly. If it is not the ability of the new general manager, then dismissing them is undoubtedly a disregard for human life. Although the information provided in this case is not detailed enough, it can be generally seen that the ability of the new general manager is not the main problem. The main problem is that the responsibilities entrusted to the new general manager by the chairman (meeting) are not clear and the authorization is not clear, which leads to the new general manager's inability to effectively exercise his rights within the scope of his duties. If an enterprise decides to apply modern management concepts and models to enterprise management, it needs the chairman (meeting) to decide the development direction of the enterprise and formulate specific goals (systems), and the general manager is only a target executor (responsible person). Then they want to recruit a person who can accomplish the set goals, and this person is the general manager they need. The general manager should be given clear responsibilities and necessary authorization to create a good working environment and atmosphere. Through system standardization and performance appraisal, the general manager can fully display his management ability to complete his mission, that is, the goal of the enterprise. If the general manager helps them achieve the set goals, then the general manager is a competent general manager, and there is nothing wrong with the chairman (meeting) choosing the general manager. A: There are many reasons why professional managers frequently change jobs. In addition, the role that talent agencies should play is not satisfactory, and they are often just matchmaking or matchmaking in pursuit of high commissions. Therefore, when enterprises spend real money but don't get the real Mr. Right, it is inevitable to blame. When a professional manager is full of blood, he is only kicked, and it is natural to be angry. The end result is that the two sides blame each other and break up in discord. In fact, there are problems in both aspects. Regrettably, there are not many self-criticisms. The most important thing is that professional managers frequently change jobs, which is an inevitable social phenomenon in the development of market economy in the primary stage of socialism in China today. Generally speaking, there is a problem of adaptability, that is, enterprises and professional managers should adapt to each other. For enterprises, you can't rush to the hospital. For professional managers, you can't be quick and quick. There is also a question of professional ethics and integrity, so I won't go into it here.