| Nowadays more and more owners of private enterprises have been aware that the most precious resources in the future market are not financial capital but talented staff. The management quality becomes the key factor that determines the successes and failures when the private enterprises grow into larger scale and when the local competition is being involved in a global market arena.However, a contradictory phenomenon exists. On the one hand, China is abundant in highly talented human resources. On the other hand, most private owned enterprises are lack of talented employees. Private companies and talented human resources should have cooperated and achieved a lot, but there is little evidence that proves such cooperation. Many owners of private enterprises are very serious when they are seeking the talents that they need. However, they could find few talented people although they are willing to provide high salaries and positions to the talents that they want. Moreover, many capable people left and made little contribution to private companies shortly after they began to work for entrepreneurs of private firms. Therefore, owners of private companies made two conclusions. One is that the people who left were not talented ones. The other is that the first requirement for the talented people that private companies need is that the needed talented people should be loyal to the company.This thesis analyzes and discusses this contradictory phenomenon and tries to provide thorough explanation and ways to solve the problem. This article does not simply accredit the reasons why private companies failed to attract and keep talented people to the inferiority of management, the unscientific decision making procedure, and the unrestricted practice of hiring the relatives of the owners, etc. On thecontrary, this article starts with the development history of private companies within the past two decades and looks into the inconsistency between the management ideas of the owners and the dramatically changing macroeconomic environment. The management ideas of the owners are not as effective in this era as they were two decades ago. Accordingly, such inferior management guidelines lead to the inferiority of the management system within the private companies. Peter F. Drucker once said that the objective of enterprises is to make common people do uncommon things. Now the private companies cannot reach such goal of enterprises. The lack of talented people is now a bottleneck of private companies and it is a reflection of the inferiority of the management guidelines and systems that are being employed in the private companies. The first chapter talks about the three stages that private companies generally experienced during their development. After that the four types of private entrepreneurs and the strengths and weaknesses of each type are introduced. It is not surprising to see the inferiority of the management ideas and practices in the private companies after we understand the development history and the characteristics of the private entrepreneurs. The second chapter focuses on the main areas in which the private entrepreneurs hold false concepts. First, the private owners are not very clear about what are talented people that their companies need. Secondly, private owners value the capabilities of individual talents and take little efforts to integrate the talents of different employees. Many private owners believe that talented employees naturally lead to competency. Unfortunately, it is not true. Thirdly, many owners are puzzled by whether they should trust talents before they are sure that the talents are loyal to the companies. They should understand that a good motivation and control system could solve the problem of mutual trust. Finally, theinferiority of the owners' management guidelines results in the inappropriate style of leadership, the wrong way of empowerment and the abuse of pressure in the management practice. Based on the second chapter, the third chapter further discusse... |
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