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1、目标管理化解成长型企业青春期综合症（Target management resolving the adolescent syndrome in growth enterprises）In the vigorous development of the rapid changes in the international economy and domestic market trend, in the past ten years, the birth of the domestic growth oriented enterprises to a large number of devel
2、oping rapidly, they do not pan ventures and private enterprises, there are outstanding in state owned enterprises. Most of these companies in the rapid growth of the business and enterprise scale period, business leaders have vision of development and management ability, with good market awareness a
3、nd excellent competitive achievements of the strong vitality Chinese economy show in front of the world. However, in the high-speed development at the same time, many growth enterprises more than their counterparts feel growing pains.One scholar said: the key to growth is not the economic environmen
4、t, nor is it the market conditions, but the management conditions of the enterprise itself. The growth enterprises are experiencing the process from the past experience management to the scientific management. Enterprise development to a certain size, difficult to continue by all business enterprise
5、 leaders manage the situation, however, due to the lack of preparations for the organization, there is no systematic planning and training management personnel in key posts, the sense of weak management, business process fuzzy, leaders long hands-on, cadres act as firefighters rushed, employees to s
6、hare the execution of duties, a serious shortage of enterprise management, low efficiency, serious impact on enterprise development.How to effectively resolve the growing pains and solve these adolescent syndrome? In addition to the design of the organizational structure, equipped with good personne
7、l, improve the enterprise rules and regulations and other basic work, it is very important to implement the post management on the basis of clear responsibilities. Target management can be established through the KPI system (key performance indicators) system to clear the management task, through th
8、e targets to realize pressure transmission, and the target for regular inspection tracking, feasibility test target, to ensure the smooth progress of the work completed. Specific practices are as follows:Clear responsibilitiesEnterprises in the start-up stage of development is often rely on the powe
9、r of passion, dedication and entrepreneurial to support the rapid development of the enterprise, this time between the managers only a simple division of work, there is no clear definition of responsibility. Along with the enterprise entered a period of growth, the enterprise management needs to cop
10、e with rapid changes in the external market, clear responsibilities, division of labor, work procedure and scientific decision to standardize enterprise behavior, rapid response to market demand, improve market competitiveness, accelerate the speed of business development is essential.The definition
11、 of responsibility is usually realized through department function, position statement and so on. Only by defining the functions of each department and the responsibilities of each post, can the goals and tasks be clear, the goals are broken down, and the goals and responsibilities are closely linke
12、d and supported each other. Such as marketing positions to undertake sales targets, back payment indicators, financial positions bear financial accounting indicators, accounts receivable management indicators.Target settingThe growth of enterprises due to the uncertainty of the market, are often dif
13、ficult to formulate a long-term development strategy, but the operating mechanism, the flexible and effective internal control ability of market information is highly sensitive, so that it can develop a viable business strategy, and establish an important source of the enterprise which is the target
14、 set.Critical survival target group:1, sales volume (volume): index of growth type enterprise has formed their own marketing channels, the customer base is relatively fixed and progressive type expansion trend will continue to grow in the range of relatively stable internal demand for products. Ther
15、efore, enterprises should always analyze market changes, strengthen the market judgment ability, correctly estimate the market sales share, and market demand (sales volume (amount) to promote the realization of enterprise management indicators.2, the financial income index: growth type enterprises a
16、re tight cash flow, from the external environment, the domestic private enterprise financing channel is single, many companies can only obtain funds through bank loans, and this channel is also becoming increasingly difficult to pass from the capital market to obtain funds for most in the development of small and medium-sized enterprises is miles away, the lack of funds to become the bottleneck of the development of capital chain rupture is po
