In the previous stage, the author wrote a two orientations about the company's management, "2 orientations associated with corporate culture, customer-oriented VS boss-oriented", and today I will talk to you about the other two oriented management issues, result-oriented and process/process-oriented, not so much 2 orientations, in fact, it should be more about the management style, or the focus of daily work.
Result-oriented, we will see a lot of such words in the recruitment requirements of the company, especially the recruitment of sales personnel, result-oriented for sales personnel is actually able to achieve sales, pay attention to results, hope that the recruited employees can do everything possible, with their own ability, combined with the company's products, the products, services to sell, so as to achieve the company's profit increase, the company's value-added, development.
In fact, there is no problem with this sentence itself, all the work done by the company's employees is for the development of the company, the company's sales, as the saying goes, internal management, external sales, and these 2 grasps, in fact, are for good results, for sales is to sell products and services, to achieve sales, for employees in other positions is to ensure support in all aspects, so that sales, business in the promotion of the company's products have more weapons, competitiveness to ensure that the sales end to achieve good results, In fact, all everything, all the work is for the result, in order to benefit the company's development of all aspects of the results, so, no matter who it is, no matter which employee, including the boss, including the chairman, including the front-line employees, result-oriented is obvious, is necessary, the key is in the proportion of this result, or how much contribution is conducive to the achievement of the company's goals.
Looking back, let's look at the process / process-oriented, which means that the usual work pays great attention to the process / process, to the correct process to ensure the result, although the same is to pursue better results, but its way of doing things is still very different from the result-oriented, do not conform to the process, whether the process of each work link can withstand the test, whether it has been verified, or everyone believes that under such a process, there will be good results, if the results are not very good, there are still areas for improvement, Then improve our processes to make the results better.
To give a simple example, we often say that European and American enterprises, in fact, European and American companies are still different, the author believes that European companies pay more attention to the process, they are not afraid of slow, not worried about the result, as long as they can ensure that the work is carried out in accordance with the set process, the result will not be much of a problem, so the emphasis is on the standardization of daily work, standardization, process. On the contrary, most of the U.S.-funded companies attach more importance to the result, or result-oriented, they may not care about the means and practices of your intermediate links, and they are not very concerned about the norms of your daily work, as long as they are not too out of line, but they attach great importance to the results, or the only one, working in the US-funded enterprises, there is no good result, the probability is to leave, as for the process of you achieving the goal, it is not very concerned and important.
Undertaking the management model of European and American companies above, you can compare the US-funded enterprises to the children's free-range model, and European companies can be regarded as the model for children's housekeeping, each with its own advantages and disadvantages, so you will feel that the usual work process in European companies is more, inefficient, many things are relatively slow, and in American-funded enterprises will be the opposite, emphasizing efficiency, fast pace, pressure will be a little greater, there is always an indicator, the pressure of the result hangs over the head, so that you have to move quickly towards the goal, even if it is wrong, It's not impossible to go back, as long as you complete the goal within the allotted time, and the result will be OK.
So, which model is more conducive to the development of the company, the development of the enterprise, in fact, should be a combination of these 2 models, if you have to choose one, the author is more inclined to pay attention to the process / process such a model, although it may be slow, although the result may not be completely confirmed, but a footstep, a footstep to go, to ensure that each process / process is correct, then the result will naturally be relatively correct.
The author has always believed that if the process of European enterprises, coupled with the efficiency of American enterprises, coupled with the refinement of Japanese enterprises, these three can be combined, then such enterprises will be more perfect, competitive, control the daily work of enterprises with processes, ensure the quality of all aspects of products and services with fine quality, and improve the speed of all aspects of enterprises with efficiency, so as to seize opportunities, win customers, and occupy the market in a competitive market.
Of course, it is easier said than done, it is still more difficult to do, not only to have a relatively perfect process, but also to have the work, for the intensive cultivation of products, but also to continuously improve themselves, overall efficiency, accelerate the pace of the company's development, it is indeed not so easy, but the development of the enterprise does not need to improve itself step by step, so as to be more competitive to make their company bigger and bigger.