Where will small and medium-sized eyewear companies go_

Where will small and medium-sized eyewear companies go?

The glasses industry has developed to the present stage,

The internal management of many small and medium-sized optical enterprises has the phenomenon of unclear processes, disjointed control of key links and overlapping responsibilities and rights

Resulting in a certain degree of low performance level, the performance level that needs to be improved urgently becomes the internal driving force for the implementation of performance appraisal.

It is also an inevitable requirement for the development of eyewear enterprises to a certain stage.

The management of small and medium-sized glasses enterprises has the following characteristics:

One of the characteristics is that the strength is weak,

Not very competitive.

Therefore, when implementing performance management, it is impossible to be like a large glasses company.

You can ask a professional consulting company to design a plan, and it is impossible to invest too much time and energy in researching and formulating a plan.

To a certain extent, small and medium-sized glasses companies pay more attention to those things that can bring effective value to eyewear companies in the short term.

Often, some of the more advanced evaluation methods are "brought in"

But no attention was paid to how targeted it was.

The second feature is that there are fewer personnel, the organizational structure is simple, and the human resources organization is not perfect.

Only a small number of managers can be used to perform performance management, resulting in inefficiency.

Unable to give full play to the functions of all aspects of performance management.

The third characteristic is that it is small in scale, unique in property rights structure and lacks systematic management.

This leads to simplification, non-proceduralization and arbitrariness in performance management

It is also difficult to get attention to how to use the evaluation results to formulate "employee personal development plans", "training plans", "salary plans" and other deep-seated issues

Leads to poor performance management.

If small and medium-sized glasses enterprises want to make great progress and develop into a "century-old store",

It is necessary to carry out radical change with labor pains in substance, and to establish a step-by-step operation,

Gradually deepening the extended development model.

First of all, it is necessary to establish a corporate culture with the characteristics of glasses enterprises.

Understand that the spirit of "culture" determines the external intangible determines the tangible, and the fundamental driving force for the survival and development of the nation is a spiritual culture.

Glasses companies also attach great importance to "corporate culture", and it is always culture that determines the development and growth of enterprises.

Culture is always the core of all business management activities of eyewear enterprises.

Secondly, glasses companies must not only have a strategy, but also a strategy,

Strategic design has a strategy to have a future, a clear and correct corporate purpose is the first step of strategy.

One is to establish a decision-making mechanism for enterprise management.

A set of decision-making mechanisms should also be established within the management team of optical companies.

It not only pays attention to planning and organization, but also plans are higher than planning, implementation is higher than decision-making, and execution is higher than creativity.

The separation of management and management rights within the glasses enterprise will inevitably lead to low efficiency.

The structure of the integration of the two powers will inevitably lead to blind obedience to the high authorities of the eyewear enterprise.

Third, abandon familialization, the personal interests of family members and the interests of eyewear companies are not always the same.

Change "rule by man" to "law and metallurgy", and change "family-style management" to "talent-based management".

In order to develop, small and medium-sized eyewear enterprises need a stable, reliable and loyal core management team.

For this team member, they should fully reflect their own value.

Everyone has different needs for everyone, and eyewear entrepreneurs must research the needs of team members,

Correct guidance and satisfaction can not only network talents, but also retain talents.

Only then can optical enterprises form a complete team for management transformation and enterprise development.

Fourth, there is no one in the glasses industry, there is nothing, and small and medium-sized glasses companies should abandon that selfishness.

The practice of indifference and disrespect for talent.

The way of "sending out and inviting in" can be implemented, that is, to strengthen the training of internal personnel of glasses enterprises.

Sometimes it is necessary to send out for training, and invite talents who are beneficial to the development of the eyewear company.

This article is reprinted from China Glasses Network.