Many small and medium-sized, developing enterprises, whether grass-roots, middle or high-level management cadres, power is overly centralized,
will be prone to the phenomenon of centralization of managers:
1. Only one voice - the meeting of the only leader to have a speech
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Inside the company meeting, the leader speaks the most, the longest time, the grassroots speak up to two or three minutes.
2. Abuse of leadership power - what things are leaders say
Leadership meetings at all levels, senior leaders said one, middle managers do not dare to say two, middle managers say one, grass-roots supervisors do not dare to say two.
3. Lack of accountability mechanisms - mistakes are the problem of the lower level
For example:
Problems with the work
The senior managers said that it is the problem of the middle managers;
The middle managers said that it is the problem of the grassroots managers;
The middle managers said that it is the problem of the grassroots managers.
In order to solve the phenomenon of centralization of management, we use a systematic approach to solve the following three steps.
Any one of the work in the enterprise, we can divide it vertically, become the following four categories of authority and responsibility to *** with the completion:
Implementation of the main body: Mainly responsible for the implementation of the specific content of the work of the post, usually for the grass-roots level of employees (grass-roots level, the supervisor).
Management subject: Mainly responsible for organizing, promoting, coordinating and controlling the key nodes of the management positions, usually for the middle-level cadres (managers).
Monitoring subject: Mainly responsible for the work of the finished product of the key presentation audit positions, usually for senior management (director, general assistant).
Senior decision makers: have the right to know everything, the right to monitor and the right to make the final decision, knowledge is the basis for decision-making (general manager, boss).
With such a "decentralized" mechanism, once a problem arises, the organization can adopt a vertical guilt-by-association mechanism.
For example:
If the work is not carried out in place : the main body of management accountability for the implementation of the main body, if necessary, to replace the main body of the implementation of the post .
If the management body is not corrected: the monitoring body accountability management body, if necessary, replace management body post personnel.
If the monitoring body fails to identify and correct the problem: senior decision makers hold the monitoring body accountable and, if necessary, replace the monitoring body post holders.
Any work in the enterprise, will involve cross-departmental collaboration, usually several departments to complete a complete job.
For example: insufficient supply of products / out-of-stock issues
Accountability of the Ministry of Production: Why did not produce a good product on time?
Accountability for marketing/customer service: Why didn't you give real-time feedback to production on market demand?
Accountability for warehousing: Why not ask the marketing department for market demand, why not do their own inventory, not enough to use and not feedback to the production department?
Accountability of the purchasing department: Why do not you pay attention to the product sales situation?
Accountability to Finance: ......
Problems arise either from everyone's cognitive blindness or blindness to authority and responsibility, or from an attitude of avoiding problems.