In the early post-war period, Nisic Company in Japan only had more than 30 employees, producing rubber products such as raincoats, swimming caps, sanitary belts and diapers. Due to insufficient orders and unstable operation, the enterprise is in jeopardy. Tomokawa Bo, the chairman of the company, learned from the census that about 2.5 million babies are born in Japan every year. If each baby uses two diapers, it needs 5 million diapers a year, which is a considerable diaper market. Tokugawa Bo is determined to give up products other than diapers, turn Nisic into a professional diaper company, concentrate on building famous brands and become the "king of diapers". The capital is only 1 100 million yen, but the annual sales are as high as 7 billion yen.

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The success or failure of an enterprise is closely related to the decisions it makes. Whether a decision is correct or not is directly related to the future of this enterprise.

It was at the critical moment that Nisic Company of Japan seized the opportunity and made the right decision, which turned the enterprise from the brink of bankruptcy into today's glory, from which we can see the importance of enterprise decision-making.

Successful management decisions can make enterprises avoid the danger of bankruptcy and turn losses into victories. If the traditional products of an enterprise go to the world for a long time, it is bound to hide the danger of stopping production and closing down, because the market is changeable and people's needs are changeable, which requires entrepreneurs to make new product development decisions to meet the needs of the market. Once this decision is successful, it will make enterprises in a "waterless" situation feel "a bright future".

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The boss of a private enterprise was greatly inspired after learning the relevant incentive theory and began to put it into practice. He gives more work and responsibilities to his subordinates and inspires them through praise and common sense. As a result, instead of improving employees' enthusiasm, they were strongly dissatisfied with the boss's practice and thought that he was exploiting employees with tricks.

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From Maslow's hierarchy of needs theory, we know that human needs are hierarchical, namely, physiological needs, security needs, social needs, status and respect needs, and self-realization needs. Maslow believes that only when the lower-level needs are met will there be higher-level needs. The dominant demand determines people's behavior.

In this case, the boss of private enterprise may ignore the lower-level needs of employees, such as physiological and safety needs, which are likely to be the dominant needs of employees. The failure to prescribe the right medicine led to the failure of the boss's incentive practice in this private enterprise.

To make incentives effective, it is necessary to understand the real needs of employees and meet them. In the process of implementation, we should adhere to the principle of material interests, create incentive conditions according to the mechanism, and combine material interests with spiritual encouragement.

Case 3

Zheng Heping, president of Delis Group, loves reading. Whenever he sees wonderful articles, he always recommends them to employees. Once, an article "Colleagues are the truest" published in the "Famous Brand Biography" column of a magazine aroused his voice, and Mr. Zheng underlined fifteen words in a row. These contents are embodied in the following aspects: to make high-quality products, we must strictly standardize and strive for perfection; Do things seriously and work hard; Be a man, be serious ... Mr. Zheng believes that the food obtained by Tongrentang Pharmaceutical is something to eat, which is related to people's health. There are many similarities between the two. Mr. Zheng not only read and studied this article himself, but also recommended it to all employees. He hopes that this article will inspire all employees.

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By other's faults, wise men correct their own. "The survival of related enterprises can stimulate the development of Delix. The president's behavior of recommending articles not only reflects his strategic vision and deep thinking on enterprise development, but also reflects his modest learning attitude.

In a learning organization, the leaders are designers, servants and teachers. The design of leaders is a process of integrating organizational elements. He not only designs the structure, policies and strategies of organizations, but also designs the basic concepts of organizational development. The servant role of the leader is manifested in his sense of mission to realize the vision, and he consciously accepts the call of the vision; The primary task of a leader as a teacher is to define the real situation, help people grasp the real situation correctly and profoundly, improve their ability to understand the organizational system, and promote everyone's learning. Specifically, the leaders of enterprises are required to have foresight, pay attention to strategy, encourage information to be fully enjoyed in the organization, establish a flat organization, cultivate an open and strong culture, take customers as the center, and at the same time need effective decentralization.

In a learning organization, the role of employees is no longer an individual in the traditional management mode, but a member of the team. We must strengthen continuous learning to adapt to the changes in organizational culture, technology, organizational structure, power distribution, resources, concerns, working methods, production methods, markets and leadership styles.

Case 4

With China's entry into WTO, enterprises are facing new opportunities and challenges. In order to adapt to the competition from home and abroad and the long-term healthy development of enterprises, large state-owned enterprises realize that they must change their concepts, speed up the pace of establishing a modern enterprise system, and at the same time need to practice their internal strength and improve their management level. And training is the forerunner. In the past, enterprises did a lot of training, but basically they hired a few well-known experts temporarily and took the training mode of full-time participation in large classes, which was ignored in the training process. After the training, some people feel useful at work, others feel useless and have not learned what they want to learn; Some people also report that the training method is too simple and has not been combined with the actual work.

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Although enterprises realize the importance of training as a guide. However, as the case shows, there are still many problems in training, such as monotonous training content and methods, insufficient training process control and training effect evaluation. In order to ensure the effectiveness of training, we should consider the following aspects.

In view of the problems existing in the case, the measures to be taken are as follows: first, manage the training work well; Secondly, we should ensure the diversity of training content. The training content should include political and ideological education, professional knowledge and management; Third, adopt various training methods, including systematic theoretical training, job rotation and visits.

In a word, in the process of training, the following problems should be mainly solved: (1) Training should be combined with enterprise goals; Superior managers should support and participate in the training work; Select and train good teachers; Training content should be targeted; Training methods should be combined with training objects and training contents; Theory and practice should be combined.

Case 5

Dingli Construction Company was originally a small enterprise with only 10 employees, mainly undertaking some small-scale construction projects and interior decoration projects. In the early days of starting a business, there were few people. Manager Hu and his employees are indistinguishable from each other and have no division of labor. One person supports several people to use and pull the project, negotiate with the construction team and supervise the progress of the project. Everyone works day and night without pay, and everything can be discussed and solved at the dinner table. However, with the development of the company's business, especially after the business scale continues to expand, Manager Hu feels less comfortable in management from time to time. First of all, what bothers Manager Hu is the "elder" who started a business together. They are self-reliant and hard-working, and don't care about the employees who later joined the company, no matter their current positions in the company. Dingli construction company has lost sight of the kind of work passion at the beginning of its business. Secondly, Mr. Hu feels that the internal communication of the company is often not smooth, the internal quality awareness of the company begins to fade, the project management is not as good as before, and customer complaints are gradually increasing.

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To sum up, the main factors for the success of Dingli Construction Company are:

① Small number of people, simple organizational structure and high administrative efficiency;

② The company is flexible in management and can adapt to the rapid changes in the market;

(3) Manager Hu is familiar with the characteristics of each employee, and it is easy to know people and be good at their duties;

④ Manager Hu can keep abreast of the company's business activities and make decisions quickly.

The reasons for the existing problems of Dingli Construction Company can be summarized as follows:

① The scale of the company has expanded, but the management work has not been followed up in time;

(2) Manager Hu has more affairs to deal with and neglects the management of "elders";

(3) The company's expenses increase and the efficiency of resource utilization decreases.

This is a typical management problem encountered by small enterprises in the process of transition from entrepreneurship to stable development. Suggestions for improvement include: strengthening system construction, putting administrative work on the right track, strengthening company organization construction and doing a good job of internal division of labor; Appropriately delegate power to various departments to increase managers' sense of responsibility; Strengthen company discipline and take "elders" as a breakthrough.