---
title: "Grasp These Three Points, and Management Is Not Difficult"
description: "When it comes to enterprise management, the topic may seem broad, and in actual operations, doing it well is indeed not easy. Based on years of practical management experience, the author believes that as long as you grasp these three points, enterprise management is actually not difficult: solving employees' motivation, solving employees' capabilities, and forming a management methodology suited to the enterprise's actual situation."
author: "刘杰"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2016-08-13"
language: "en"
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---

# Grasp These Three Points, and Management Is Not Difficult

> When it comes to enterprise management, the topic may seem broad, and in actual operations, doing it well is indeed not easy. Based on years of practical management experience, the author believes that as long as you grasp these three points, enterprise management is actually not difficult: solving employees' motivation, solving employees' capabilities, and forming a management methodology suited to the enterprise's actual situation.

When it comes to enterprise management, the topic may seem broad, and in actual operations, doing it well is indeed not easy. Based on years of practical management experience, the author believes that as long as you grasp these three points, enterprise management is actually not difficult.
1**Solve the problem of employee motivation**
The essence of management is to accomplish tasks through others, so how to make employees work from the heart becomes the first priority of management. From the perspective of human nature, only when individuals believe that what they are doing is for themselves can their enthusiasm be fully released. Therefore, how to make employees complete work from the heart rather than under the "pressure" of managers is the starting point of all management. A good practice in this regard is to implement a "partnership system" within the enterprise, making employees truly the owners of the enterprise rather than simple workers. Only when employees truly become owners will they "work desperately" because it is for themselves! Of course, making employees partners is not just a slogan or an empty management document; it requires forming a complete set of specific compensation incentive plans that employees can "see, achieve, and obtain." In addition to these effective incentive plans, enterprises should also fully consider employees' interests and career development plans and help them realize them. Especially for frontline employees, managers should proactively help them analyze their true interests, assist in building long-term career plans, and provide positions that match their interests as much as possible. During the work process, through "mentoring, guiding, and supporting," focusing on employee growth is focusing on enterprise growth.
2**Solve the problem of employee capability**
After solving the motivation problem, the next is the capability problem, because enthusiasm alone is far from enough. Solving the capability problem requires enterprises to formulate comprehensive internal and external training plans. Internal training mainly involves "mentoring, guiding, and supporting," helping new employees grow quickly through the transfer of managers' experience. At the same time, internal training requires enterprises to establish a sound job rotation system to achieve comprehensive improvement of employee capabilities. External training mainly involves cooperating with professional training institutions to provide employees with regular, systematic job skills training. Whether internal or external, enterprises should follow the principle of targeted training, fully considering the enterprise's development stage and employees' actual levels, and not let training plans become mere formality or blindly pursue so-called hot courses.
3**Form a management methodology suited to the enterprise's actual situation**
Any truly mature management system, whether social or economic, must operate on rules formulated based on precise grasp of details. Management cannot be separated from rules and standards, and rules and standards are the perfect manifestation of refinement. Therefore, in the practice of management, enterprises should not only consciously but also systematically turn specific management practices into prescribed actions, and document these actions into systems, processes, and tools, ultimately forming a management knowledge system that fits the enterprise's actual characteristics. Enterprises should establish the principle of system supremacy; no one, including the boss, can arbitrarily undermine the authority of the system. Only enterprises that truly practice system supremacy can become century-old enterprises. Of course, the premise of establishing any system or process is to improve the enterprise's operational efficiency.
The establishment of a mature management system is not achieved overnight; it requires managers to continuously optimize, optimize, and optimize again in practice!
-END-
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