Boss, please let me explain
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This post was last edited by yx883 on 2010-7-9 at 14:18. I really want to say something to my former boss and share it with everyone! Chinese entrepreneurs and company managers hold a misconception: they focus on cutting costs while failing to do enough to increase revenue. When it comes to boosting corporate profits, they pay more attention to cost control rather than ensuring high returns from the investments made by the company. Only if managers focus more effort on expanding sources of profit rather than cutting costs can the company continue to develop. Of course, I agree even more with the principle of increasing revenue through cost reduction and doing a good job in cutting costs, but it is even more important to focus on increasing revenue. It is necessary to pursue new projects with high returns, while also maintaining traditional projects with lower returns and making every effort to maximize their potential. Reserve projects, planned projects, and implemented projects, with projects coming from many sources. Reserving talent, recruiting talent, and making good use of talent – these are the foundation of a company’s development. This is why listed companies with a shareholding structure that are on the right track for development have projects every year. There is another misconception: treating employees as machines rather than creative individuals. Company management tends to cling to control, either with a single boss in charge or with multiple leaders making decisions, each one more powerful than the last. The worst outcome is that the management becomes stubborn and obstinate, driving the company into decline. Many companies now have employee representative councils on paper, but in order to avoid **confusion in management, they actually deprive employees of their right to speak. This is like giving up eating altogether just because of a problem with swallowing – it’s going from one extreme to another! This can be seen as a source of labor disputes: treating employees as money-making machines, refusing to communicate with them, and holding tight to control over the company’s operations without listening to any suggestions. Although power is concentrated in such a manner, it also leads to a growing distance from the truth! The owners of chemical companies must not shut themselves in their offices and dwell there alone on business matters. Jack Welch, an elite manager, is a great example; yet who has truly learned from his management skills by communicating with every employee? As a business owner managing a company, one should be among the few who have control over all of the company’s resources and dynamics. The most important aspects are managing people and making decisions, that is, understanding how the company operates and assessing the feasibility of various plans. It’s simple: interact more with employees and gather more information. Smart employers, such as Haier and Lenovo, employ people-centered management practices; they treat their employees as real humans, seek collective wisdom by gathering their reasonable suggestions, and keep track of both internal and external developments within the company in order to make the most favorable decisions.
What was said upstairs is absolutely true; most private enterprise owners in China behave in this way, striving hard to cut costs. What they don’t realize is that excessive cost-cutting eliminates those talented individuals or projects that could bring potential value addition, thereby preventing sustainable growth in revenue.
Reply to 1# yx883: The original poster has put it very well; I really hope the boss will take a look at your article.
Fainted! ! Wow! My text is posted correctly, but why do characters like “*”, “*”, and “**” appear as ***? ?
:Lol, yeah. We’ve also been focusing on controlling costs lately, only thinking about cutting expenses; those people who are always eager for recognition hold economic analysis meetings every month just to discuss how much money can be saved. . . . . . . . . Suggestions for improvement are made every year, but how many of them are actually adopted?
Let’s put ourselves in the boss’s shoes for a moment. If we were the boss, with an economic downturn, a weak market, and fierce competition, it’s necessary to control costs. Points for those who agree, hehehe
In fact, the reason why a boss becomes one is that he surely has his own methods; therefore, what you say is useless, as he has already proven his success through actual work. The lifespan of private enterprises in China is usually only five years, and the key issue is the lack of a people-oriented approach
With China’s massive population, what is most scarce are entrepreneurs with strategic thinking, that is, those who can build businesses.
Sigh-------- It’s the butt that decides the head!
Sometimes, it’s not necessary for the boss to provide money; policies alone are sufficient, such as significantly increasing the tiering ratio. Take our previous company as an example: our chief engineer talked to the boss about how much a higher design level could be achieved by taking on design projects separately In the end, management decided on a policy of 5%. The chief engineer then took the project and went off to start his own company, taking a group of people from the company with him. Take the company we’re in now as an example; I asked what commission is given for introducing projects The boss said 1%... So I went straight to work with a senior from CNPC’s design institute.
In my experience, the bosses are afraid that if you understand both technology and the market, you might leave to start your own business sooner or later; that’s why they don’t encourage such a situation. But no one is stupid, and what seems most strange to me is this: at my former company, which was a leader in the industry, all the around 10 people in the project management team resigned one after another. And most of them were promoted to senior positions such as chief engineer, general manager, or assistant to the president within two years of leaving. I really admire the boss; he was able to recruit a whole bunch of people who will eventually become managers, to work as project managers for him on projects that pay 5,000 per month. Now we all call that company the Huangpu Military Academy of the industry.