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[Column] Why are small and medium-sized enterprises' organizations fragmented?

[Column] Why are small and medium-sized enterprises' organizations fragmented?

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This is because there is no recognition that "companies are living entities." Being disjointed means not being unified. The basic flow in organizational management is (1) purpose (2) goals (3) policies (4) organization (5) plans (6) roles (7) schedules (8) implementation (9) results (10) distribution. When replaced with management measures, this becomes management philosophy, vision, management policy, and management. Recently, small and medium-sized enterprises have been creating philosophies, drafting management plans, revising wage systems, and introducing management systems, yet they still remain disjointed. This is because each management measure is constructed on a whim, resulting in a patchwork state full of mismatches. For example, there is no correlation between the content of the plan and the content of the personnel evaluation, making it ineffective despite the time and effort invested. "Rules and standards mean crossing when the light is green and stopping when it is red," and it is because these are followed that the traffic society functions. Small and medium-sized enterprises become disjointed because they either do not have established rules and standards for running the company, or if they do exist, only a few people know them, or even if they know them, they do not adhere to them.

  • Management Seminar
  • Management Seminar

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[Column] Growth Trajectory of Small and Medium-sized Enterprises 2: Stability Period

[Column] Growth Trajectory of Small and Medium-sized Enterprises 2: Stability Period

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■Stabilization Period When looking at the stabilization period in terms of sales, it is about 500 million yen for manufacturers, around 1 billion yen for wholesalers, and about 700 million yen for retailers. Entering the stabilization period brings two significant changes within the company. The first is that comparisons to the previous year can begin to be made. The second is that management starts to distance itself from the front lines. In small and medium-sized enterprises, the president leads from the front and drives growth. However, once in the stabilization period, it becomes necessary to have a factory manager to oversee the factory and a sales manager for sales. As a result, the need arises for management to step away from day-to-day operations and shift the company's direction towards organizational management. The number of employees also grows from 10 to 20, and from 20 to 30. It becomes difficult for the president to remain the top leader on the ground indefinitely. The president must shift gears to focus on management tasks. In other words, without building management techniques suited to the company, further growth cannot be expected.

  • Management Seminar
  • Management Skills Seminar

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[Column] ➃-➁ The President of a Small or Medium-sized Enterprise is Tough and Compassionate

[Column] ➃-➁ The President of a Small or Medium-sized Enterprise is Tough and Compassionate

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■Small and Medium-Sized Enterprise (SME) Managers are Tough SME presidents are curious, energetic, tough, and surprisingly youthful for their age. They arrive early in the morning and take the initiative to handle unpleasant tasks themselves. It is quite common for the president to be the one who opens and closes the company. They come in early, start with cleaning, thoroughly read the newspaper, and then get to work. After that, they welcome their employees. At night, they wait for the employees to return, have them report on the day's activities, and finally lock up before going home. Truly, managers work hard. ■Small and Medium-Sized Enterprise (SME) Managers are Compassionate It is difficult to manage a group of self-centered individuals without compassion. Recently, successor managers have been highly educated. When they view SMEs through the lens of the values they have cultivated, the differences in perception can be overwhelming, leaving everyone confused. However, after being an SME manager for 5 or 10 years, one cannot help but become more compassionate. 〇Even if they understand, they sometimes let themselves be deceived on purpose. 〇They want to give warnings, but if they do, the employee might quit. 〇Sometimes they take on debt for others. 〇When an employee has a child, they share in the joy and tears as if it were their own child, showing a high level of empathy. Things that would be unthinkable in large corporations happen regularly. Therefore, on the flip side, the sense of unity centered around the president becomes stronger.

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