With the development of modern enterprises, technology is advancing by leaps and bounds, and management is becoming more and more detailed. The development of enterprises can not be separated from technology and management. As a catering enterprise, it has always been regarded as an industry with low threshold and low technical gold content, but the kitchen is regarded as the department with the highest gold content in catering. Many investors attach more importance to the kitchen than any catering department, and even many bosses think that only good chefs are needed, and it doesn't matter whether there is a general manager or not. So is catering. Without good management, no matter how advanced the technology is, it will produce garbage! Good management can provide fertile soil for technology! 2. For modern catering enterprises, the most important thing is the market. To do a good job in the market and sales, management must be introduced first, because if people's mentality can be well managed, it will be a new life for the enterprise, and at the same time, it will be a step ahead of enterprises in the same industry and the same size. 3. Management is the most important thing. Good management will naturally attract good technology. Management is not only an important means to create wealth, but also a magic weapon to run enterprises and countries. Opposing view 1. Products are developed by technology! Managers are attached to technicians. Without managers, the company can make money, but without technicians, what do you make? 2. If there is no technology, what should we manage? Management talents don't necessarily know technology, and nothing can be done without technology, and technicians can make room for something if they don't know management. 3. What we lack is not management talents, but advanced and creative technical talents. At present, many technological achievements are copied or cracked from others' achievements, and there are not many truly independent research and development. With good scientific and technological achievements, an enterprise can be produced with many managers, but after the technology is exhausted or can't keep up with the times, enterprises will close down and management talents will be laid off. Technology is the core and foundation, and management is only a superstructure. Neutral point of view 1. Technology can promote the improvement of management and make management more dynamic. Similarly, no matter how good the technology is, it needs management to restrain and standardize it. Without management, the technology will not be able to exert its technical content. It's no use doing anything if you can't sell the product. 2. When a ship sails on the sea, it is technology that determines the speed of the ship, and management that determines the direction. Technology is the foundation of management, and management can guide the development direction of technology. 3. Both are important. After technology reaches a certain stage, it can only be improved by management. Alternative point of view 1. When an enterprise is in the initial stage of starting a business, technology is more important than management, but with the continuous development and growth of the enterprise, management becomes more and more important, and it is better than technology, because after the enterprise grows, various problems will arise. Without good management technology, there will be no place for it. After all, technology is done by people, and the cohesion of technicians is scattered, which will not reflect the power of technology, and technology serves management. 2. Management and Technology No matter who leaves, the enterprise can't survive. Technology is the premise of enterprise survival, and management is the guarantee of enterprise survival. The modern catering industry is dazzling, with all kinds of famous foods and major cuisines occupying every city. The catering industry is a frontier industry with the most brands, the most complete varieties, the most employees, the fiercest competition and the fastest change in all industries in the world. At present, the catering industry has reached its heyday, and the market elimination is very cruel. Today, with the rapid market changes, it seems that our catering people are still a little behind the rhythm in terms of employing people. Look at today's catering enterprises, relying on chefs to open stores, and at the same time placing their lives and deaths on chefs, there are not a few enterprises that regard chefs as more important than managers, and treat chefs as a special group in terms of treatment. For example, the accommodation conditions, food standards, wages and salaries are better than other employees, and even many chefs and head chefs are paid much more than the general manager of the store. Therefore, there is a phenomenon that whenever the business is not good, no matter whether it is a hotel restaurant or a social restaurant, all the problems, responsibilities and reasons are directed at the kitchen. The bad business is because the kitchen does not produce good products, and even if there are a few special dishes, the frequent guests are tired of eating them. Therefore, the business is not good, and there is a slight friction with the front office to change a group of chefs. The cost control is not good, and the profit is not changed to a group of chefs. One boss changes a group of chefs, and one manager changes a group of chefs. In exchange for the hotel, there is no business, and the restaurant has not been transferred. In fact, the business of a hotel and restaurant is good or bad, and it needs all-round and systematic management and mutual cooperation to make benefits, not only chefs. Some hotels have a good business, but their profits are low, and the management has not kept up and the cost is too high. Around the 1991s, the position of the kitchen in the hotel was regarded as the "heart". At that time, the boss followed the chef, and the guests ate whatever the chef did and the boss sold. The business was surprisingly good, because it was a seller's market, and the wine was not afraid of the deep alley and the emperor's daughter didn't worry about getting married. However, after entering the 21st century, the position of the kitchen slowly shifted to the edge of the hotel, and the seller's market developed into a buyer's market, forcing enterprises to let guests lead by the nose. The hotel will do whatever the guests eat, otherwise you will be eliminated, so some savvy bosses began to realize that chefs are no longer the magic weapon for catering enterprises to win, and they concentrated on comprehensive management one after another. For example, Mr. Li Zikang, the boss of Daronghe, took the lead in applying this concept, letting chefs follow the boss and the boss follow the market, and they will sell whatever the market needs. In just a few years, Daronghe and restaurants led by him have become more and more popular. In today's fierce competitive environment, many enterprises are still hiring so-called famous teachers and chefs at all costs. As time goes by, business has not improved at all. As everyone knows, what customers need is real things, such as delicious dishes, personalized and efficient services, standardized management, etc., rather than a false name. In fact, management and technology are all owned by an enterprise and a society. If we insist on which is more important, I think management is more important. This does not mean that technology is not important, but that without good management, it is useless to have technology alone, and technology will not automatically exert its benefits. It depends on management to organize and schedule; If there is good management, there will be technology without technology, because technology will automatically find you. Talents will always come for a good management environment. In particular, the catering industry should take management as the core, guests as the center and employees as the basis. In the current catering industry, there are some strange phenomena. Managers look down on those who engage in kitchens and think that they are brainless: What else can you do besides frying a few dishes? Kitchen people look down on management people and think they are incompetent: what can you do except brag? To a great extent, this phenomenon of hook is that the chef despises the managers, thinks that he has brought a team, is a special talent in catering, and is close to the boss. In this self-expansion, he doesn't pay attention to the managers, and thinks that the managers only talk and do things, and they are blindly directing all day. Even sometimes the chef loses his temper in the kitchen for a little trifle, and even some chefs throw the usable raw materials into the trash can when they are unhappy. If there is no manager's discovery or other personnel's tips on management, I believe these incidents will only be repeated, until one day, when something happens and the losses are serious, the importance of management will be realized. These are the details, and I believe this will happen in many restaurants. The conflict between chefs and managers is caused by the traditional thinking of catering industry. First, the chef's position is not right, and second, the boss relies too much on the chef. From a big standpoint, a restaurant that pays no attention to management but only to technology is an unsuccessful restaurant. Where the chef is the authority, the boss is the boss, while management is sidelined. Even if the restaurant is on fire, the boss will not believe that the management has produced benefits. In the end, the small shop that was painstakingly managed was still a small shop after several years. The reason is that they did not use good management or managers, and did not list some daily things one by one for reference, so as to provide a reference for future operations. There is a saying in "The Art of War": "Know yourself and know yourself, and you will be invincible; Knowing each other and knowing each other, one wins and one loses; I don't know if he doesn't know himself, and every battle will be defeated. " People say that shopping malls are like battlefields, and there are similarities between doing business and leading troops to fight. This sentence is useful. In fact, this has become a common truth and can be used for anything. But in fact, although many people know this truth, they don't know how to understand and use it. The same is true of the catering industry. Some chefs who have worked for many years can always describe their dishes clearly, but they are completely blind and vague about the market. How can we know the development and changes of the market without a deep understanding of the market? As a catering industry, we should not only focus on management, but also rely on management to develop, in order to become an invincible enterprise. As the saying goes, a good band needs a conductor. In an enterprise, no matter what your technology is, you always need the support and assistance of other people, and a single person can't complete the whole process of a product from planning to sales. The raw materials you need need need to be organized by others, your products need to be sold by others, your product sales revenue needs to be recovered by others, whether there is still a market for your product that needs to be investigated by others, and whether you want to improve and improve your technology depends on the changes in the market, otherwise you can only make a decision behind closed doors. Imagine, can all this be done by technicians alone? It wouldn't be a mess if every technician produced the enterprise according to his own ideas. The competition of modern enterprises can actually be regarded as the competition of management. For the survival of an enterprise, management is more important than technology. Some of our colleagues often think that everything will be fine as long as a few good chefs are invited. Judging from the practice in recent years, why did some famous enterprises and their operators collapse soon? Although there are many reasons, one of the fatal factors is neglect of management. There are many reasons for the lack of vitality of large, medium and small enterprises in China, but the key problem is that the management level can't keep up with the requirements of the situation and is out of step with modern production. It is understood that none of the foreign-funded enterprises in China are losing money. Why? Please look at McDonald's and KFC. After the Su Danhong incident and the multimedia attack on junk food at home and abroad, look back at their business, and customers are still full. This is the gap between our management level and foreign investors. In any enterprise, the technical gap is always easy to make up, but the management level is not so easy. As a joint venture, the economic benefits of foreigners are good when they are managed. Once they are managed by domestic people, the economic benefits will come down immediately, and even losses will occur. Isn't this gap in management level worthy of our vigilance? Management is an important force to coordinate the activities of each subsystem in an organization and make it adapt to the environment. An excellent manager can turn people, machines, materials, money, time, venues and other sources of goods into a useful enterprise. When we deepen enterprise reform, it is important to improve our management ability. Every entrepreneur should remember that management is more important than technology at any time and under any circumstances.