Management practice operating system solidified in the management process
G management mode is a set of management practice operating system solidified in the management process from a specific management concept.With the analysis of power (P), economic power (E), knowledge power (K) and cultural power (C) as the clues, and along the basic ideological line of "people+system+innovation", enterprises can establish a cutting-edge management theoretical system and a standardized management practical operation system with the best management realm.
Chinese name
G management mode
Foreign name
general management system
Clues
Power, economic power, intellectual power andCultural power
The general management system is based onMultidimensional Game Humanity Hypothesis、Assumption of dynamic reorganization of resources、Limited objective assumptionThese three hypotheses are the theoretical basis, with the analysis of power (P), economic force (E), knowledge force (K) and cultural force (C) as the clues, along the basic ideological line of "people, system and innovation", through the construction ofG equivalent——The management grade evaluation system is an innovative frontier management theory system and standardized management practice operating system that enables enterprises to reach the optimal state of operation and management at the same time.
motto
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[Motto 1] Regular diagnosis is not so much a mechanism as an awareness.This awareness makes enterprises constantly face up to their own problems.
Observation is the window of management.Through observation, managers can understand the scene and play games in the scene.
[Motto 2] The bottleneck is the minefield with the strongest lethality that weakens the overall strength of the enterprise's capability aggregation. Enterprises in this minefield will fall sharply from the glorious list of competitive advantages.
[Motto 3] The starting point of extraordinary development of enterprises is to reinterpret resources. By reinterpreting resources, enterprises' resources can be fully stimulated and ultimately contribute to the success of enterprises.
[Motto 4] Discipline first, mechanism second, and system third.Discipline is the traffic rules (traffic lights), mechanism is the destination (power), and system is the driving route (operation guide).
People's real satisfaction does not lie in their achievements today, but in whether today is closer to the goal of life than yesterday.
[Motto 5] The proportion of senior employees is an important indicator to measure the strength of an enterprise, while the professionalism of all employees is the core indicator to measure the competitiveness of an enterprise.
[Motto 6] An enterprise is like an entrepreneur. Entrepreneur's reflexive management has become the primary prerequisite for enterprise development.
[Motto 7] It is an important prerequisite to ensure the success of an enterprise's operation to ensure the harmony, complementarity, integrity and efficiency of the enterprise team, especially the high-level team.
[Motto 8] The management mode of any enterprise must have the content that other enterprise management modes at its core do not have. These unique contents are based on the unique management concept of the enterprise, and thus further form the magic weapon of enterprise management and operation.
[Motto 9] Standards are an important symbol of enterprise maturity. Management without standards must be arbitrary and full of flaws.
[Motto 10] The management platform is based on the manager's platform.
[Motto 11] Once you know the trap, there will be ways to avoid it.
[Motto 12] The minefield of an enterprise is the most fundamental constraint to all management behaviors. Trespassing in the minefield will bring disaster to the enterprise's operation.
[Motto 13] Management is actually a human activity that simplifies the complicated work done by several people.It is the essence of management to engage in an operation with a unified, clear and common method or mode followed by all actors.
[Motto 14] The practical performance of the value orientation and sense of mission of the top management team in specific work is the most effective way to boost morale.
[Motto 15] For life, experience is indeed a wealth.There are often only two reasons for our failure in many things: one is due to lack of experience;The other is because of too much experience and superstition.A wise man is one who has enough experience and knows how to use it.Management seems to be complicated and unpredictable, but behind management there are several basic invisible principles or concepts, which are the invisible hands of management.
[Motto 16] People tend to think that all their current actions are the most correct.One of the internal forces that really change managers is comparison;Second, learning;The third is insight.
Founder introduction
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Guo XiangangDoctor is the founder of G management model (GMS). He once served as the factory director of the enterprise, chairman and general manager of the group company, deputy to the municipal people's congress, university teacher, etc. Now he is committed to the theoretical exploration and operability research of management thought and management model. His achievements are respectively "Guo Xiangang Management Thought Series" and "G Management Model Series"The form is successively published by Economic Management Press and Enterprise Management Press.
Dr. Guo Xiangang's main research directions are: research on the history of western management thought;Research on enterprise management model;Research on global business strategy of multinational corporations;Research on the frontier of modern enterprise theory.
Dr. Guo's main works include: History of Western Management Thoughts (the first edition) (the second edition)G Management Mode: People+System+Innovation(The first edition) (the second edition), Model System of Enterprise Standardized Management System GMS2001, Series of Best Practices (10 volumes in total), Series of G Management Mode (10 volumes in total), etc.He has published dozens of relevant papers, including: "Analysis of multi-level dynamic mechanism of enterprises", "Discussion on cross-cultural management of multinational companies", "New perspective of strategic management - strategic flexibility", "Development of Confucian management thought", "Sun Tzu's military strategy and business strategy", etc.
Trained customer representatives: Dongpeng Ceramics, Guiyang Cigarette Factory, Zhongsheng Ceramics, Jindi Group, China Railway Tunnel Group Three Co., Ltd
Dr. Guo Xiangang is the founder of G Management Model (GMS). He used to be the factory director of the enterprise, chairman and general manager of the group company, deputy to the municipal people's congress, university teacher, etc. Now he is committed to the theoretical exploration and operability research of management thought and management model. His achievements are respectively "Guo Xiangang Management Thought Series" and "G Management Model Series"The form is successively published by Economic Management Press and Enterprise Management Press.
Theoretical framework
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G management mode was born under the development trend of complexity, diversification and informatization of contemporary world economy, politics and culture. On the basis of full study of contemporary management theory, a set of systematic and new management theory was developed by combining eastern and western management ideas and current world economic development trend.G management mode covers all aspects involved in the field of management research (see figure).
Figure: Theoretical framework of G management mode
theoretical basis
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The theoretical basis of G management model: multidimensional game humanity hypothesis, resource dynamic restructuring hypothesis, and limited goal hypothesis
The multi-dimensional game human nature hypothesis believes that the human nature performance of the management actor (either the manager or the managed) is multi-dimensional. In a specific management field, the management actor should adjust his own management behavior according to the human nature performance of other actors, thus forming management interaction.In other words, management actors not only have multi-dimensional needs, but also can choose their own needs according to the changes in the surrounding environment to meetMaximizing personal utility, that is, to play games with the surrounding environment and other management actors to form management interaction.
In management practice, management actors adjust their own behavior according to the multi-dimensional needs of other actors and changes in the environment, thus showing obviousDynamic gameProperties of.
The multidimensional nature of human nature is the basic feature of human nature.Because of the diversity of the environment, the value orientation of life will also have diversity because of the changes in the environment, which will inevitably lead to the multidimensional nature of human nature.Managers willOrganizational objectivesIntegrate with personal goals to achieve the best state of management.In management, we do not apply a single demand performance to summarize the multidimensional demand performance of people, nor do we apply a single demand performance management method to meet and adapt to the multidimensional demand.
The resource dynamic reorganization hypothesis means that resources are limited, but can be infinitely subdivided into countless cells, that is, the differential effect of resources;At the same time, through re and reasonable combination and allocation of resources, the maximum effect of resources can be brought into play, that is, the integral effect of resources.The purpose of enterprise operation and management is to re interpret and combine the explicit and implicit resources owned by the enterprise to give full play toEnterprise resourcesMaximum utility of.
The limited goal hypothesis means that any organization exists on the premise of a certain specific goal, and enterprises are also operating entities based on a certain specific goal.For example, the fundamental goal of an enterprise is to maximize the value of its stakeholders.Without this premise, enterprises will lose the necessity of their existence.
Theoretical management believes that corporate goals are convergent and divergent, that is, the existence of individual goals andEnterprise objectivesThe trend of deviation and convergence is determined by the intensity of enterprise goals.The convergence and divergence of corporate goals determine their convergence and divergence of personal goals. The higher the personal goals, the narrower their convergence and divergence lines, and the stronger their convergence and divergence;The more downward, the wider the convergence and divergence line, and the weaker the convergence and divergence.
Core ideas
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The core idea of G management model -- people+system+innovation
G management mode believes that: people are the most important resource in enterprises, the foundation of enterprise management, system is the method of enterprise operation, and innovation is the source of enterprise development.Humanistic management enables enterprises to exist, institutional management enables enterprises to grow, and innovative management enables enterprises to survive.
According to the different roles and laws of various field forces in the enterprise management field, the G management model summarizes four field forces that determine the enterprise management level and development stage: power (P), economic force (E), cultural force (C), and knowledge force (K).
The internal decisive force of these four kinds of enterprise management fields has lifted the mysterious veil of enterprise management for us, revealed the essential characteristics of complicated enterprise management, and found a fundamental way to seek the optimal state of enterprise management.
The different functions and laws of the four kinds of field forces determine the improvement of enterprise management level and the evolution of management mode.
Application significance
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The management activities of enterprises are complexsystems engineeringOn the basis of summarizing a large number of management theories and management practice experience, G management mode has put forward a relatively complete set of management thought theory system and practical operation system, and has constructed a complete set of management mode in 12 main areas of enterprise management, which provides useful reference and guidance for enterprises to improve management level and build core competitiveness.On the basis of combining with the actual management of enterprises, G management model and its 12 sub models can become an important ideological weapon and operation guide for enterprise management.
Management Mode Classification
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The four kinds of field forces in the enterprise management field, namely power, economic force, knowledge force and cultural force, can form a total of 24 management field states under the joint action of different force sizes and different change rates.
In these 24 management field states, seven typical management modes can be obtained according to the force magnitude and change law of four field forces:
Type A management mode Boss type authoritative management mode.The management mode dominated by power force is a traditional rigid management mode.
Type B management mode Functional administrative management mode.The management mode that emphasizes the functions of position power and organizational structure.Power still plays an important role, and economic power plays a major role.The command and control system shall be established from top to bottom, and the organizational objectives shall be achieved through the organizational hierarchy.
C-type management mode Technical professional management mode.Emphasize the role of knowledge and economic power.The technological talents with knowledge and the intellectual property rights of enterprises have become the key factors for the development of enterprises.
D-type management mode Market type contingency management mode.A management model that emphasizes market changes and market roles.Take the market as the orientation and adjust their own resources and development direction according to the market.
E-type management mode Team type self-management mode.It is characterized by team spirit and self-management. The enterprise emphasizes decentralization mechanism and self-management, and requires employees to have team consciousness and participation spirit.
F-type management mode Cultural flexible management mode.The management mode dominated by cultural power.Corporate culture has become an important force to promote the development of enterprises, emphasizing flexible management and staff self-management.
G management mode: standard field transformer management mode.The standard field change management mode is the advanced stage of management mode evolution.The standard type refers to the G management mode, while the field change refers to the enterprise building its own management mode according to the specific environment (field state).The four kinds of field forces, with cultural force as the leading force, knowledge force and economic force as the support, and power as the guarantee, play their optimal roles and functions respectively, and approach the optimal state of management through a comprehensive role.Take "people+system+innovation" as the management focus, and effectively use PRE?The PASS management cycle and other tools realize the benign interaction and innovation of management.
Development stage
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G management mode divides the development of enterprises into seven stages according to the law of enterprise development.That is, birth, infancy, childhood, growth, maturity, stability, and newborn.It is not easy for an enterprise to grow at each stage. When an enterprise enters a new stage of its life cycle, it also enters a new stage that is compatible with a set of systems.
The seven stages of enterprise development echo back and forth, sometimes appearing alternately in form.But on the whole, these seven development stages are connected from beginning to end, forming a complete and unified picture of enterprise development.
1?Birth period
The birth of an enterprise is the first stage of its development.At this stage, the enterprise has just started, and entrepreneurs have begun to embark on the arduous journey of entrepreneurship with excitement.
The characteristics of the enterprise in its birth period: at the beginning of its establishment, the enterprise was small-scale, non bureaucratic and personal. The senior managers provided the structure and control system, and the energy of the organization focused on survival and the production and service of a single product.In this period, enterprises strive to survive in the market. They put all their energy into the technical activities of production and market. The control of the organization is supervised by individuals in the enterprise.
From the characteristics of the birth period of enterprises, entrepreneurs are the core and focus of this stage, and innovation is the premise for the survival and development of enterprises.
2?Early childhood
Early childhood is the second stage of enterprise development.After the birth of the enterprise, after a period of tempering and many battles on the economic battlefield, certain gains and improvements have been made. At this time, the enterprise entered the early childhood.During this period, the enterprise focused on its environmental design, mainly optimizing the equity resources and arranging the benefit sharing of the enterprise.
At this stage, the property right is clear, the entrepreneur has the ability to allocate resources, the enterprise has certain operating results, and needs to be allocated by the entrepreneur. The allocation of equity resources determines the type of enterprise.
Before forming the equity structure, it is necessary to give priority to integration according to the individual preferences of shareholders.
In addition, the enterprise has created a certain amount of wealth in the process of operation. The enterprise needs to distribute the wealth reasonably to promote the joint efforts of the management actors in the enterprise and the development of the enterprise.
3?Childhood
The third stage of enterprise development is called enterprise childhood.The enterprise has achieved certain results through early efforts, and its income and performance can maintain a considerable level.During this period, the enterprise entered the design stage of the executive body to achieve the business objectives, and the framework of the organizational structure and operating mechanism established the future development model of the enterprise.
After the optimization of equity resources and benefit sharing arrangements in the previous stage, the enterprise has defined the direction of development.However, without a reasonable organizational structure, it is difficult for enterprises to effectively implement their development strategies.This stage is the stage when the enterprise designs the organizational structure.
4?Growth period
The fourth stage of enterprise development is the growth period of the enterprise.This stage, like adolescence, is the stage of vigorous development of enterprises. The scale and performance of enterprises have greatly developed and improved.
Growing enterprises, with certain resources and organizational capabilities, must begin to conduct in-depth exploration of the internal and external environment of enterprises, raise questions and make evaluations.During this period, enterprises entered the stage of ideological design, seeking development space for their long-term goals in terms of strategy, decision-making and information.
5?mature period
After experiencing the rapid development in the growth period, the enterprise has gradually entered the mature period.At this time, the enterprise has accumulated management experience, the enterprise system has been relatively sound, and the growth has slowed down, entering a period of steady growth.During this period, the enterprise carried out systematic skill design, fully matured in production operations, marketing, human resources and other aspects, and formed its core competence and competitive advantage.
In the development stage of the enterprise, the enterprise has consumed a lot of resources and invested a lot of funds. Generally, the short-term goal of the growing enterprise is not to make profits, but how to continue to grow, and gradually form its core competence in this process.
In the mature period of the enterprise, the operation and management of the enterprise has achieved certain results, and began to bring profits to the enterprise, and the capital invested by the enterprise also began to return.At this stage, enterprises focus on the growth of profits, stabilize their position in the market, grasp unique resources, and create their own competitive advantages.
6?Robust period
After the steady growth in the mature period, the enterprise has gradually formed its core resource capabilities and competitive advantages, thus stepping into a stable period of development.During this period, the position of the enterprise in the industry has been stabilized, and the business and management of the enterprise have reached a quite perfect stage.
During this period, enterprises carried out cultural concept design, corporate culture expansion and comprehensive image management to lay a spiritual foundation for the future development of enterprises.
7?Newborn period
When the enterprise enters the stable period and develops further, it will enter the old age period.Senile diseases such as declining corporate performance, low efficiency, reduced cohesion and poor adaptability appear.The problem is also an opportunity, which is also an opportunity for enterprises to rise again and gain new life, so it is also called the new life period.The newborn period of an enterprise is the period when the enterprise carries out comprehensive reengineering to obtain a new life. The comprehensive reengineering of the enterprise in the newborn period enables the enterprise to obtain a new life in the new competitive environment.
With the development of enterprises, the external environment has changed accordingly.Due to the progress of technology, the original strategy, culture and structure of the enterprise no longer adapt to the development of the organization.The new period of an enterprise is the period of enterprise reform.
During this period, the enterprise fundamentally reexamined the formed basic beliefs, that is, the division of labor thought, hierarchy, management system and bureaucracy that have been followed by the enterprise in the operation process for a long time
management model
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The seven development stages of an enterprise are divided from the time dimension of enterprise development according to its comprehensive strength.It is a general rule that the development of an enterprise must go through the above seven stages of development. However, the enterprise may develop very fast at a certain stage and show a leap forward development at different stages of development.
According to the management level and management characteristics of enterprises, the seven typical management modes of enterprises are divided from the evolution of four field forces that determine the management field of enterprises.
In fact, the seven development stages of an enterprise often do not correspond to the seven typical management models
The development of enterprises does not necessarily go through these seven typical management modes. Enterprises can upgrade their management modes by introducing advanced management methods, concepts, operating systems, etc., and enter the high-end management mode operation area in advance.
（8） G equivalent - management level quantitative evaluation system (management grade evaluation system)
G equivalent refers to a benchmarking tool to comprehensively, scientifically and systematically measure the comprehensive management level of an enterprise through quantification from the three perspectives of people, system and innovation within the enterprise. It is also the external manifestation of the core idea of G management model "people+system+innovation".
In the actual measurement process of G equivalent, select various indicators that affect the comprehensive management level of enterprises, organize them systematically, generate specific data required for measuring G equivalent through the indicator system, and finally calculate G equivalent.
G equivalent grading index system adopts the form of multi-level index system to measure the comprehensive management level of enterprises.The hierarchical index system has clear structure, clear hierarchy, clear index definition, and simple and feasible calculation method.
Function of G equivalent evaluation system:
(1) Enterprises can use G equivalent for self diagnosis;
(2) G equivalent has established a unified "measurement" for enterprises of different industries and sizes;
(3) Promote enterprises to combine short-term interests with long-term interests;
(4) By establishing a set of scientific and empirical evaluation standards, the enterprise management evaluation has been transferred from the past vertical comparison to the horizontal actual comparison, ensuring the objective and fair evaluation results.
（9） The Practical Application System of Management Mode in Enterprises -- IOSX Operating System
The enterprise standard field change management mode of G management mode is composed of four parts: concept system (I), operation system (O), strategy system (S) and field change innovation system (X) (see Figure 02).
The standard field change management mode means that the enterprise should adopt the management mode that is most suitable for the enterprise according to its own actual situation.Enterprises build their own management mode according to the requirements of G management mode and ISO-X actual operation system.G management mode provides a series of management concepts, rules and theories to guide enterprises to establish the most suitable management mode according to their actual needs.
For a complete management model, each component not only has its own different connotation and positioning, but also is a closely integrated and indivisible unified whole, which can be properly adjusted and used in actual operation according to the actual needs of the enterprise.
Figure 02G Management Mode IOS?Schematic diagram of X operation model
Submode Introduction
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According to the division of enterprise development stages and management modes, combined with the G management mode IOS?X operating system, based on the principle of concentrating resources to solve key problems in different stages of enterprise management, G management mode has designed 12 practical sub modes, which are:
Enterprise innovation driven sub model
● The endless innovation of enterprises is the fundamental guarantee for their survival, development and success.● The core of enterprise innovation is entrepreneurship. Entrepreneurs are the first manufacturers of enterprise innovation. The organizational arrangement of enterprises is the carrier of enterprise innovation. Creative thinking is the driving force of enterprise innovation.
● Enterprises are like entrepreneurs. Entrepreneur reflexive management has become the primary prerequisite for enterprise development.Entrepreneurs should first have personal career planning, and at the same time, they should correctly evaluate their own "human nature assumptions" and management concepts.
● Super wisdom of entrepreneurs is the source of enterprise innovation.
Equity resource optimization sub model
● Resources in society can only become equity resources after being allocated by entrepreneurs.However, in the process of forming the ownership structure, it is not enough to only consider the resource factors, but also the individual factors of shareholders.
● The comprehensive quality and composition of shareholders are the premise of optimizing equity resources and the basis of long-term and stable development of enterprises.
● Traditional management only allocates equity to explicit resources. G management mode believes that prior to allocation of equity resources, priority should be given to integration of shareholders' personal preferences.
Contribution benefit sharing sub model
● The enterprise is an enterprise in the society, and its business achievements should take into account the contributions of enterprises, society and individuals.
● With the progress of society, human capital has made more and more contributions to the enterprise, and the distribution structure of the enterprise's contribution benefits has also been inclined to this aspect accordingly.
● The traditional management contribution benefit sharing arrangement is made after the enterprise's operating results are generated, but the farsighted enterprise should take the enterprise benefit sharing as the premise of enterprise survival and development.
The sub model of mutual customer network organization structure
● Mutual customer means that each department is regarded as the other's customer within the enterprise, so that each department serves the other in the way of serving customers.It is a major breakthrough in management thinking to develop the functional relationship between departments into a customer service relationship.
Enterprise flexible strategy sub model
● Traditional management believes that since the enterprise strategy is long-term and targeted, it should be rigid and closed, otherwise it will be difficult for the enterprise to adapt to the changes in strategic objectives and lead to business confusion.
● G management mode believes that the strategy of the enterprise should be flexible and open, the enterprise should adjust its business strategy according to the changes of the environment, and should exchange energy and information with the environment at any time, so that the enterprise will be in an invincible position.
Resource oriented rational decision-making sub model
● Traditional management believes that decision-making is a "decision making" process.
● G management mode believes that scientific decision-making is first and foremost rational.At the same time, all kinds of personnel at all levels of the enterprise should become the main body of decision-making.
● The resource composition and status of any enterprise are different, and the decision-making should be resource oriented.Any decision that breaks away from resource orientation cannot be rational and will not succeed.
Information intelligence quick response sub model
● Entrepreneurs are the drivers of enterprises, information is the steering wheel of enterprises, and information early warning system is the traffic light of enterprises.
● Managers who do not pay attention to information collection and research are likely to lose their way;Managers who are insensitive to the information early warning system will break the red light without permission and cause great disasters.
Super normal operation sub mode
● Regular operations can only slow the development of the enterprise, while unconventional operations can make the enterprise grow rapidly and reach the optimal state of operation.
● The center of extraordinary operations is to accelerate the circulation of capital flow, information flow, logistics and talent flow.
● The foundation of unconventional operations is conventional operations, otherwise, unconventional operations will lay hidden dangers for the operation of enterprises.
Whole process core competence marketing sub model
● In traditional management, the main battlefield of marketing is the market, while G management mode believes that the main battlefield of marketing is the whole process from product design to market entry.
● The marketing mode of G management mode is "whole process core competence marketing".
● Whole process core competence marketing enables enterprises to transform from marketing products to marketing enterprises.
Human resource power sub model
● G management mode is based on multi-dimensional human nature assumption and advocates that the enterprise system should appropriately publicize human nature.
● G management mode maximizes the effectiveness of human resources in the enterprise through professional senior position system, personal career design system, etc.
Enterprise culture expansion sub model
● G management mode believes that an enterprise is a cultural field, and the management field is rooted in this cultural field.
● Corporate culture can be transplanted, but not copied.
● The transplantable culture of an enterprise is the largest intangible asset and the most important wealth of an enterprise.
Enterprise overall reengineering sub model
● The G management mode believes that the overall reconstruction of an enterprise is the beginning of its rebirth, and only the enterprises that have undergone countless times of enterprise reconstruction are enduring enterprises.
● The key to business reengineering is to select the right entry point for business reengineering, which is the premise of business reengineering.
● Reengineering means sublation, innovation and rebirth.
It is worth noting that although the above 12 sub models are divided in the G management model, it does not mean that these sub models can solve all problems in a certain development stage of the enterprise, but only key problems.Generally speaking, the establishment of the 12 sub models has a certain order. The sub models established in the advanced development stage of the enterprise should be based on the sub models established in the previous development stage and operating normally.In fact, because the seven development stages of an enterprise often do not correspond to the seven typical management modes one by one, enterprises should pay attention to the correct analysis of their own situation in the choice of management sub modes, so as to suit the remedy to the case.
Management cycle
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To solve the problems in enterprise management by using the sub mode of G management mode, we must adopt correct operation methods.PRE of IOS-X operating system in G management mode?PASS management cycle is such a method.
The PRE PASS ring consists of seven sub rings, including P (problem) - finding and defining the problem ring, R (reason) - finding the cause ring, E (essence) - revealing the essence ring, P (project) - developing the method ring, A (action) - organizing the implementation ring, and S (self?Criticism) -- review the feedback loop and S (step by step) -- improve the improvement loop.The seven parts form a logically interconnected chain of action methods
G Management Mode Management Rules
The PRE-PASS ring is an organic whole, and each constituent sub ring has internal relations with each other, forming a connected action system.From the task, nature and purpose of each constituent sub ring of PRE-PASS ring, a logical recurrence relationship is formed between them.To reach a conclusion, there must be a logical recurrence relationship in the thinking formula, and then it can be deduced to S (step by step).But further, no matter what link you enter from this chain, you will enter a close link, and act along this link. The essence of the problems faced by the enterprise can be gradually revealed, and the problems can be further solved. When you finally jump out of this link, the enterprise has been promoted to another height.
The PRE-PASS ring can be further summarized as a two-stage problem solving ring.I.e. PRE?The PASS ring consists of two stage rings, PRE and PASS.In the PRE PASS ring, the stage ring composed of P (problem), R (reason) and E (essence) forms the avant-garde function of the whole ring - the whole process of "revealing problems";P（project）、A（action）、S（self?The stage ring composed of criticality) and S (step by step) forms the follow-up function of the whole ring - the whole process of "solving problems".Two stage rings exist together in PRE?In the PASS ring, they can independently play their respective functions and effects.
The PRE (problem, reason, essence) ring is a stage ring composed of three sub rings: finding problems, finding causes, and revealing essence. Essentially, it is a functional ring that reveals the essence of problems?The PASS ring plays a key role in "asking questions".PRE ring is the preliminary work to solve all problems, and it is an inevitable stage for enterprises to rebuild and upgrade.Although PRE has no function of solving problems, only after revealing the essence of the problem can the problem be truly solved.The repeated cycle of the PRE ring can further explore the deeper causes and essence of the problem, but its function is imperfect because it has no function to solve the problem.
PASS (project, action, self? Criticality, step by step) ring is a stage ring composed of four sub rings: plan formulation, organization and implementation, inspection and feedback, improvement and improvement. In essence, it is a functional ring of "problem solving", which is used in the whole PRE?The PASS ring plays a practical role in "solving problems".PASS is a means for enterprises to solve all problems, and is a necessary stage for enterprises to reengineer and upgrade.After receiving the information transmitted by the PRE ring, the PASS ring can carry out its work, and the scheme that has been tried out can be further circulated in this ring for further test.However, the PASS ring has no function to reveal problems. Although it can operate independently, its function is not perfect.
In the process of enterprise operation, only by connecting the two stages of PRE and PASS at E (essence) and P (project), can a complete operating system with the functions of "posing problems" and "solving problems" be formed.However, it does not exclude that in actual operation, the two stages of rings are used separately for their individual functions.When it is necessary to solve problems completely independently or conduct enterprise reengineering, it is necessary to use PRE completely?PASS ring, giving full play to PRE?Overall function of PASS ring.The PRE PASS ring plays its role to the maximum at this time, and its operating direction is also in the form of Archimedes spiral arrangement.The PRE PASS ring has rigorous scientificity and acceptable operability.
The management activity of an enterprise is a complex system engineering,On the basis of summarizing a large number of management theories and management practice experience, G management mode has put forward a relatively complete set of management thought theory system and practical operation system, and has constructed a complete set of management mode in 12 main areas of enterprise management, which provides useful reference and guidance for enterprises to improve management level and build core competitiveness.On the basis of combining with the actual management of enterprises, G management model and its 12 sub models can become an important ideological weapon and operation guide for enterprise management.
