民营企业的决策失误分析与研究

-1--2--3-ABSTRACTThecivilianoperatedenterpriseisthebusinesswhichisnotmanagedbynationdirectly,havingnoranksnorauthorities.Sothecivilianoperatedenterprisemustgrowanddevelopaccordingtotherulesofthemarket,withtheautonomyinoperation,responsibilityforprofitsandlosses,developmentonitsown,andself-discipline.Afterexperiencingtheboomintheearly1990s,thecivilianoperatedenterpriseisstruckinlowebbintherecentyears.Somecivilianoperatedenterpriseswhichoncegrewrapidlynowareinhardtime,andbegantointrospect.TheCEOofGiants,Mr.ShiYuzhu,summeduphisfourmajormistakes,theCEOofSanzhu,Mr.WuBingxin,summedupfifteen,andtheCEOofFeilong,Mr.JiangWei,summeduptwenty.Inthisthesis,theauthortriedtoprobeintothemainreasonsofthesemanagementfailures,adoptingthemethodofgraspingtheprincipalcontradiction,andtookthecivilianoperatedenterpriseslikeGiants,SanzhuandFeilongwhichhavemadethesummarizationasmainresearchtarget.Thisthesisstudiedthefailuresofthecivilianoperatedenterpriseinthefourfollowingaspects.1.Faultindecision-making-4-Threereasonsforthefaultindecisionmaking:FirstOneistheimpropertheoryofthegrowthofthefirm,thesecondoneisthelackofreasonableandeffectivemechanismofdecision-making,thethirdoneisthepoorstrategicmanagement.Withtheimpropertheoryofthegrowthofthefirm,thefailedcompanysoughtblindlyforspeedofgrowth,scaleofenterpriseanddiversifiedmanagement.Althoughintheoryallthesecanbringprofitstotheenterprise,therealizationforthetheoryeffectshouldbaseonrelativebindingconditions,especiallytherestraintofthemanagementresources.Ifenterprisesattempttogobeyondthelimitation,pursueunrealisticover-highgoals,theresultwillbe”morehaste,lessspeed”,evendisaster.Aboutthemechanismofdecision-making,mostcivilianoperatedenterprisestakeahighcentralizationofpower,don’trealizethecontrol/ownershipdivorce,andthefinaldecisionsareoftendonewithnothinginvolvedbutthedirector’sexperienceandintuition.Obviously,suchmechanismcannotmeettherequestofscientificdecision-makingofmodernfirm.Inordertoavoidthefaultinstrategicdecision,taketheinitiativeincreatingfutureoftheenterprise,theauthorsuggestthatthecivilianoperatedenterpriseshouldpracticestrategicmanagement.2.NeglectofhumanresourcemanagementThecivilianoperatedenterprisehasthreemajormistakesinhumanresourcemanagement.First,nohumanresourceplanning.Nothavingtheprocessofthehumanresourceplanning,theenterpriserecruitsblindlypersonnelwithoutconsideringthebalanceofsupplyanddemand,whichresultsintheunreasonablepersonnelstructure.Second,appointingbyfavorite.Itiscommonincivilianoperatedenterprisetorecruitandselectbyrelation,whichmakes-5-thecompanyhaspoorqualityofpersonnel,andtroublesinmanagement.Third,ignoringhumanresourcedevelopment.Mostcivilianoperatedenterprisesattachlittleimportancetotraining.Theyhavenocompletetrainingsystem,havenotrainingplanwhichcanbeexecutedeffectively,andhavenoenoughfundfortraining.3.LoosefinancialcontrolThereistheoutoffinancialcontrolinthemanagementofallthesefailedenterprises,whichreflectstheweakpointincivilianoperatedenterprise’sfinance:theweaknessinthefinancialbasicwork,nocompleteprogramoffinancialcontrol,andthelackofmethodsinfinancialcontrol.4.Emphasizeone-sidedlyonmarketingactionJiangWeisaid:”Thesuccessofmanycivilianoperatedenterprisesliesingraspingseveralproducts,choosingamarketmarginandbettingonpromotion.Thentheysucceedovernight.”Thecivilianoperatedenterprisesdevelopedrapidlyintheperiodofseller-market.Theyformedthewayofmarketingbyonlypromotionespeciallyadvertisingpromotioninpractice,realizingtheirrapiddevelopmentbyinvestingalargesumofmoneyinadvertisementandusinglargeselling-network.Thethesisbelievesthatsuchphenomenonisduetothedeviationinthecompany’smarketingconcept,thatisthedifferencebetweensellingconceptandmarketingconcept.Thecompanywhichholdssellingconceptfocusesontheexistingproductandobtainsprofitsbypromotion.Whilethemarketingconceptrequiresthatthecompanyshouldfocusonthecustomerneeds,coordinateallthemarketingactivitiesaffectingcustomers,andmakeprofitsbycreatingcustomersatisfaction.-6--7-19491952195241.54%171952-8-197919825.7199919931994199528.63%47.22%119897M-6401199291.19-9-1993199218382547012619961994199319941199520199680199330199748199770199833129.81989751993199421995-10-6199671998121999414199510172000%1997200%1998100%199950%9001000-11-199510199751995101996501997100-12-12-13-32+242+241993-14-21319932,,3-15-14-16-25-17-3-18-1-19-2-20-3-21--22-3.163.1=-23--24-7172%64%44%36%92%30%100%292%42%64%32%94%12%3-25-61%91%4892/5020//1362//-26-12312-27--28-1123-29-212-30-33-31-12345-32-678910-33-VCD-34--35-3.183.11-36-233.293.2-37-4-38-1199922199731999412419971905199842436RM1998113719998247819951591998751G19912R1998-39-3P1997419985RM1998619987C1997819979199510199811199512199713199514199715199716ADChandlerJrStrategyandStructureMITPress196217RechardLDaftManagementTheDrydenPress199718EdithTPenroseTheTheoryoftheGrowthofTheFirmBasilBlackwell&MoLtd19591199822199823199811419992-40-5199851961998271999481999109199931019995