A brief analysis of the standardized management sy

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Brief analysis of enterprise standardization management system

enterprises should implement the development strategy of efficient and green plastic granulator. Standardization management refers to a management system based on compliance with external standards (laws, regulations or other relevant rules) and internal standards (cultural concepts advocated by enterprises)

I. current situation of standardized management

with the continuous improvement of market globalization, domestic enterprises are facing more and more legal risks. In recent years, there have been many cases in China where senior managers of enterprises have been dismissed for illegal acts (such as Skyworth and Jianlibao), some of them have suffered civil lawsuits, and some of them have even been in prison. However, in general, the vast majority of senior managers of enterprises have done little in actively and systematically managing legal risks. For them, legal issues are often put on the table after the enterprise has suffered a lawsuit. Only at this time will I think of hiring lawyers, which is a passive, struggling, and lack of systematic legal risk management model. It shows that most senior managers of enterprises have not fully understood the value of good legal risk management. Fundamentally speaking, legal risk management is the core content of the enterprise standardization management system, which together with corporate governance, internal control system, enterprise ethics and related compliance systems form a complete and detailed management system

at present, the internal management system of some well-known enterprises not only ensures that enterprises comply with laws and regulations, but also ensures that enterprises comply with the cultural concepts advocated internally. In most cases, they regard internal regulations as an extension of external regulations, which reflects their determination to pursue the highest standards. And for 2) gate design is the maker of various rules, and the standardization management department undertakes the function of judging right and wrong to some extent. Therefore, in their enterprises, the standardization management department is an important part of the enterprise's standardized management system

second, standardized management is equal to strengthening internal management control

judge whether the senior managers of the enterprise really have management control, which can be summarized as follows: if the standards formulated by the senior managers are generally observed throughout the enterprise, they will realize management control; On the contrary, if they usually encounter avoidance, their actual management control must be very limited. In view of the long-standing habit that different departments within the enterprise act independently, the realization of unified management is a major challenge faced by many enterprises. Often only one piece of paper is not enough to solve the problem. Because there is no comprehensive standardized management basic standard, it is not only possible, but also easy to circumvent the system

a comprehensive standardized management system can create unified standards and controls, improve real management control, and create a compliance culture throughout the enterprise. To establish a real unified management in the whole enterprise, all managers and employees must understand, accept and integrate into the common values and goals of the daily business activities of the enterprise. Regular training and assessment, continuous supervision and practical implementation. In the process of implementation, a key element that cannot be ignored is the core role of the standardization management department

third, the content of standardized management

at present, the managers of many enterprises may ask a question is "how do large international enterprises establish a standardized management system, and we move it to our company?" This question reflects a common mindset of our enterprise managers - that the management system of international large enterprises can be simply moved to their own enterprises intact, and also hope to be a master key. However, this kind of thing does not exist. Every enterprise has its unique current situation, objectives, management structure and behavior habits. Therefore, every enterprise must combine its own characteristics and make final decisions on the general principles and recognized best practices. The coating can prohibit materials such as carbon dioxide, oxygen and condiments from entering the products, and make corresponding adjustments to build standards that meet its specific needs. The general principles and common practices are described below

1. standard documents

the construction of standardization management system of each enterprise starts with the standard documents that define the values and objectives of the enterprise. The establishment of these standards generally comply with the following elements:

is the purpose and basis of this standard clear

is this standard easy for employees to understand

can this standard be effectively implemented

does this standard meet the requirements of applicable laws and regulations

does this standard set a standard higher than the basic legal requirements in appropriate cases to establish and protect the corporate image

standards should be innovative and cannot be simply copied. Moreover, taking the benchmarking enterprise as an example can reflect the current situation of the enterprise. If enterprise employees feel that standards have little to do with their work, it is almost natural to ignore them

2. The support of the board of directors and senior managers

the exemplary role of the board of directors and senior managers is very important, and their determination to the principles and objectives of the standard should be seen by every employee. Senior managers should formulate the implementation plan and objectives of the standardized management system, and include the relevant performance objectives in the scope of assessment

3. human resource allocation plan and qualification requirements

enterprises should prepare sufficient human resources in the process of establishing a standardized management system. The standards will not be generated and implemented by themselves, and they need people with appropriate professional knowledge, professional qualifications and full authorization to be responsible. If a person with rich professional experience is assigned to take charge of this work, it will show the whole enterprise that the enterprise attaches importance to standardization. Otherwise, it also shows that standardization work is on paper

4. Requirements for cooperation and mutual support between departments

a common problem in domestic enterprises is internal friction. When this phenomenon is widespread, everyone at all levels of the enterprise is most concerned about how to keep their positions. A lot of time and energy that should be used for work are consumed in internal infighting. Due to the inherent human factors, storer said that the establishment of a standardized management system can not completely eradicate the above shortcomings. However, the standardized management system pays attention to external objectives and defines the characteristics of the division of responsibilities, which helps to significantly reduce internal friction. It is also the responsibility of senior managers to ensure the realization of this goal

5. International benchmarks

any standardized management system should be based on international best practices. If appropriate benchmarks are not followed and standards are arbitrarily set, both employees and other related people will lose confidence in the management system, resulting in continuous evasion until the management

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