While fully grappling with industry competition and cultivating differentiated advantages, the family business recognized that optimizing internal management and improving efficiency were the cornerstones of sustainable development. Therefore, senior management decided to conduct a comprehensive review and reform of internal management.
First, they evaluated their organizational structure and discovered that excessive layers were leading to poor information flow and inefficient decision-making. "We need to simplify the organizational structure, reduce intermediaries, and achieve flat management," the company leader decisively decided.
As a result, each department began to reorganize its responsibilities and processes, eliminating redundant positions and processes. However, this process, due to departmental interests and personnel adjustments, caused some internal conflicts and resistance.
"Strengthen communication and coordination to make everyone understand that the purpose of the reform is to improve overall efficiency, not targeting individuals. Employees affected by the reform should be given reasonable placement and care." The human resources department actively intervened to resolve conflicts.
At the same time, the company's performance appraisal system is also considered to be unreasonable and unable to accurately measure employees' work contributions and value.
"Redesign the performance appraisal indicators, pay more attention to work results, innovation capabilities and teamwork, and establish a fair and just evaluation mechanism." The performance management department conducted in-depth research and formulated a new appraisal plan.
However, in the early stages of implementing the new assessment system, some employees questioned the assessment results due to unclear standards and insufficient understanding by employees.
"Organize training and communication meetings, explain the assessment standards in detail, collect employee feedback, and continuously improve the assessment system." The performance management department patiently explains and continuously optimizes.
In addition, there are problems with the company's internal communication mechanism, and there is a lack of effective collaboration and information sharing between departments.
"Establish cross-departmental project teams and regular communication meetings, build a unified information platform, and promote communication and cooperation between departments." Senior management of the company is pushing for the establishment of smoother communication channels.
After a period of hard work, internal management optimization has achieved certain results, but new challenges are emerging.
For example, as the business develops and the market changes, the responsibilities of some departments need to be redefined to adapt to new work requirements.
"Pay close attention to business dynamics, adjust departmental responsibilities in a timely manner, and ensure the flexibility and adaptability of the organizational structure." Senior management of the company remains sensitive and makes adjustments at any time.
At the same time, in the process of improving efficiency, how to balance work quality and work efficiency has become a difficult problem.
"Establish clear work standards and operating specifications, strengthen process monitoring and quality audits, and avoid neglecting quality in pursuit of speed." The quality management department strengthens control and seeks a balance.
In the future, family businesses will continue to face numerous challenges in internal management and improving efficiency. For example, unclear career development paths for employees may affect their motivation and stability; the company's management culture needs to be further strengthened to form shared values and codes of conduct.
"Improve the career development planning system to provide employees with more promotion opportunities and development space; strengthen corporate culture construction, and let corporate values take root in people's hearts through training, activities and other means." The company's top management focuses on the future and plans for the long term.
Despite numerous difficulties, the family business firmly believes that by continuously optimizing internal management and improving efficiency, it can inject strong impetus into the development of the company.
In terms of organizational structure adjustment, companies have tried to introduce a project-based management model to improve the flexibility and specificity of work, but there are difficulties in allocating project resources and selecting project leaders.
"Establish a scientific project evaluation and resource allocation mechanism, and cultivate a group of outstanding project leaders through internal competition and training." The company actively explores solutions and promotes the effective implementation of the project system.
At the same time, in terms of performance management, companies have found that in addition to quantitative indicators, the evaluation of qualitative indicators is also important, such as employees' work attitude and team spirit.
"Further improve the evaluation methods and standards of qualitative indicators, adopt a multi-dimensional evaluation method, and ensure a comprehensive and accurate evaluation of employee performance." The performance management department continues to improve the evaluation methods.
In terms of internal communication, companies have found that the functions of information platforms are not perfect enough to meet the diverse needs of employees.
"Upgrade and optimize the information platform, add interactive functions and personalized settings, and improve the practicality and user experience of the information platform." The information technology department has increased investment to improve platform performance.
In addition, in terms of workflow optimization, companies found that although some processes have been simplified, there is still a problem of insufficient risk control.
"While simplifying the process, we will strengthen risk assessment and prevention measures to ensure the safe and stable operation of the business." The risk management department will strengthen supervision to ensure the rationality of process optimization.
Although the road to internal management optimization and efficiency improvement is full of hardships and challenges, family businesses continue to explore and move forward with firm determination and scientific methods, striving to achieve efficient operation and sustainable development of the company.
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