中小企业管理

摘要·································································3

中小企业的特点···················································4

中小企业的管理模式···············································4

 （一）中国中小企业的发展现状········································4

 （二）中小企业管理模式分析··········································5

   1、经营管理理念和方式比较单一，管理体制不完善·····················5

   2、人才较难吸收和保留·············································5

   3、产品技术含量不高，同业竞争激烈·································5

   4、资金缺乏，融资困难·············································5

   5、产品营销方法单一，对市场认识不全面·····························5

 （三）加强中小企业管理、创新模式····································5

   1、提高员工的整体素质、对员工进行知识培训·························5

   2、充分了解员工的特长，知人善用，并给员工营造一个良好的竞争氛围···5

   3、建立和完善企业内部的管理制度···································5

   4、培养企业的核心技术和创新能力，完善企业技术体系·················6

   5、树立良好的信用观念，改善财务状况·······························6

   6、完善营销策略，营销手段的多样化·································6三、中小企业管理中存在的问题·········································6

 （一）中小企业人才流失的问题········································6

 （二)中小企业财务管理存在的问题·····································6

   1、财务管理意识薄弱及管理落后·····································6

   2、财务管理制度不健全·············································6

   3、资产管理混乱，控制力薄弱·······································7

 四、加强中小企业管理的对策··········································7

  (一）控制中小企业人才流失··········································7

   1、要按照现代企业制度的要求进行管理体制的创新·····················7

   2、运用科学有效的人才管理策略·····································7

   3、加强企业文化建设，增强人才的主人翁意识·························7

   4、加大违约赔偿力度以感应人才·····································7

  (二）强化中小企业的财务管理········································7

   1、政府应当加强对中小企业的发展的扶持力度·························7

   2、建立健全财务管理制度并强化实施力度·····························7

   3、加强企业资金管理···············································7

 （三）企业管理的“三层四治”·········································8

 （四）“人性化管理”与“人情化管理”的比较···························8

 （五）确定性管理与艺术性管理的比较··································8

 （六）商场不是战场··················································8

 （七）经常性的制度是成功管理的不二法门······························8

参考文献···························································10

内 容 摘 要

无论是发达国家还是发展中国家，中小企业都是国名经济发展的重要组成部分，加快中小企业的发展，可以为国民经济的持续稳定增长奠定良好的基础。但在中小企业迅速发展的过程中，仍然出现了很多的问题。中小企业要在激烈的市场竞争中生存与发展，必须从自身实际情况出发，主动调整自己的服务结构，寻找出一条适应中小企业生存发展的企业管理制度。

关键词：中小企业，问题，对策，方法