---
title: "How Should Small Companies Handle Daily Management?"
description: "Employees work for the boss, and the boss pays them. Structurally simple, it could be a win-win, but in reality it often becomes a lose-lose. The boss thinks labor costs are rising and employees lack attitude and execution, while employees feel underpaid and overworked. The core issues are differing perceptions of wages, lack of supporting measures, and a standoff over who should act first. The book 'Small Company Daily Management' offers solutions."
author: "潘文富"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
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published: "2022-05-17"
language: "en"
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---

# How Should Small Companies Handle Daily Management?

> Employees work for the boss, and the boss pays them. Structurally simple, it could be a win-win, but in reality it often becomes a lose-lose. The boss thinks labor costs are rising and employees lack attitude and execution, while employees feel underpaid and overworked. The core issues are differing perceptions of wages, lack of supporting measures, and a standoff over who should act first. The book 'Small Company Daily Management' offers solutions.

Employees work for the boss, and the boss pays them.
This is structurally simple and could be a win-win, but in reality it often becomes a lose-lose.
The boss thinks that labor costs are getting higher and higher, and the employees' work attitude and execution are not good. They don't improve their own abilities but demand raises, and some employees' work results even don't justify their salaries. Employees, on the other hand, feel they are at a loss, thinking the boss is stingy, paying so little while expecting them to work like beasts of burden.
In fact, the boss is not stupid; if it were pure stinginess, they wouldn't be in business. The boss is not afraid to spend money, but fears spending without returns. Employees are not stupid or purely lazy; they understand reason, have a sense of responsibility, can strengthen execution, and can achieve better performance. At the root, both sides are sensible, and neither seems wrong, yet on the issue of wages, both always end up with a belly full of resentment.
Objectively, the conflict over wages stems from three aspects:
**1. Different Perceptions of Wages**
What exactly is a wage? Is it payment according to work? Or a tool to win hearts? Is the level of wages judged by the boss or based on local salary levels? Is it an upfront risk investment or a post-hoc equal return? Furthermore, when the boss pays wages, who is actually helping whom make money?
These questions are viewed differently from the perspectives of boss and employee, making it hard to reach consensus. However, both sides believe they are right. Empathy? That's impossible.
**2. Supporting Measures for Wages**
Some bosses think paying wages is just paying wages—do the work, get the pay. This is too simplistic. The calculation and payment of wages involve many peripheral factors, such as local salary levels, the boss's own credibility, transparency of the value employees create and the costs they waste, the internal relationship between employees' skill improvement and work results, the internal relationship between company progress and employee personal growth, and how employees' families benefit from their work at the company.
The reason for all this is that employees' views on wages are complex and must be addressed; otherwise, the boss has only one simple wage calculation standard, while employees have multiple standards for value and feeling, which will never match.
**3. Who Goes First**
The boss hopes employees will work hard first, show a good attitude, improve execution, and deliver results, and then the boss will naturally consider raises. If the current attitude and execution are lacking, there's no basis for a raise.
Employees, however, hope the boss will improve compensation first, so they can have confidence and motivation to work. With such meager wages, how can they muster the mood to improve execution? Although the boss speaks nicely, what does "doing well" mean? Who sets the standard? How much raise? When will it be realized? The boss hasn't clarified any of this—it's just empty promises.
Both sides are waiting for the other to act first. The boss is ready to give raises at any time, and employees are ready to improve execution, but everyone is afraid of being taken advantage of, so they wait—sometimes for years.
Wages are not a profound mystery; it's just that both sides view it from their own perspective. If this continues, both lose, but relatively, the boss loses more. Therefore, resolving the wage issue requires the boss to take the initiative to adjust thinking, study employees' views on wages, and improve supporting measures. Ultimately, the key is for the boss to dare to take some risks, make adjustments and sacrifices first, and not just wait for employees to have a sudden realization.
The book "Small Company Daily Management" teaches you how to pay wages.
**"Small Company Daily Management: Performance Appraisal and Salary Design"**
  * Available at major bookstores nationwide, and on e-commerce platforms such as Dangdang, Tmall, and JD.com;
  * Also available directly from Senpan Consulting.
  * Book price: 59 yuan
When purchasing from Senpan Consulting, the package includes: 1. Annual work schedule (AO size) 2. Company annual administrative form (AO size) 3. Company internal affairs form (AO size) 4. Office wall switch label 5. Office work supplies label set 6. Office file label 7. On-site safety protection label. Total: ¥70 (including one book, forms, labels, and shipping). If you need Teacher Pan's signature, please leave a note.
How to order from Senpan Consulting:
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