No matter what the nature of an enterprise is, its owners, managers, employees and governments hope that they will flourish and have a long career.

However, under the market economic system, enterprises are in a rapidly changing competitive environment. Meanwhile, the internal factors are constantly changing, which makes enterprises in crisis.

Enterprises that are outdated, far from the market and customers, without competitiveness and without innovation and improvement have been pushed to the edge of bankruptcy. Needless to say, even those enterprises that have seized the opportunities of the times and are rapidly rising, and are regarded as giants of Chinese enterprises have suddenly fallen into bankruptcy crisis after several short years of development. These are always warning us: be alert to the crisis!

The existence of crisis in enterprises is inevitable, because many external factors such as market, customers, competitors and so on are always changing. How to identify the crisis and take effective measures to avoid the crisis and even turn it into the driving force for the development of enterprises is the fundamental guarantee for the long-term development of an enterprise. To achieve this, enterprises need to have a higher level of management, which reflects that the enterprises can take the strategy of taking the time to take the opportunity to study the market carefully, give full play to the role of various resources inside and outside the enterprise, form super competitive power, and continue to grow and develop in the competition.

Therefore, the biggest crisis of enterprises is not the external environment and factors, but the fact that the enterprises themselves can not identify the crisis and take action, because of their poor management.

　　管理不善有種種表現(xiàn)： 　　1.當(dāng)發(fā)展速度較快，甚至盈利不錯(cuò)時(shí)，想要擴(kuò)大新的投資，卻發(fā)現(xiàn)不知所措，不知所向，或者盲目投資，絲毫未考慮企業(yè)優(yōu)勢(shì)就盲目地向多元化方向發(fā)展，結(jié)果使企業(yè)不僅在這些新興產(chǎn)業(yè)中蒙受損失，嚴(yán)重者還會(huì)殃及原來(lái)的產(chǎn)業(yè)和市場(chǎng)，最終使企業(yè)競(jìng)爭(zhēng)力下降； 　　2.一個(gè)時(shí)期內(nèi)的銷(xiāo)售突然下跌，卻發(fā)現(xiàn)沒(méi)有能力清楚地了解到市場(chǎng)的整體狀況，同行的銷(xiāo)售變動(dòng)，以及銷(xiāo)售下降的真正原因； 3.長(zhǎng)期以來(lái)生意不錯(cuò)，員工們特別是銷(xiāo)售人員，開(kāi)始坐在辦公室里，接受定單，卻心安理得；　　4.由于事業(yè)順利，管理者愈來(lái)愈固執(zhí)己見(jiàn)；　　5.重視短期，輕視長(zhǎng)期；　　6.不知道"只要生產(chǎn)出來(lái)，就可以賣(mài)得出去"的日子，快要一去不復(fù)返了；　　7.把復(fù)雜的社會(huì)化大生產(chǎn)分割后交給承包人；　　8.把過(guò)去的輝煌當(dāng)成今后成功的籌碼

；　　9.盲目從眾；　　10.上一級(jí)的管理在做下一級(jí)的工作，放棄決策責(zé)任，美其名為深入下層；　　11.競(jìng)爭(zhēng)而無(wú)任何屏障能力；　　12.權(quán)責(zé)混亂，對(duì)下級(jí)或下屬企業(yè)說(shuō)："你能管的就管，管不了的我來(lái)管"；　　13.絕對(duì)的集權(quán)或絕對(duì)的分權(quán)：　　14."東方不亮西方亮"式的多元化觀念，導(dǎo)致輕率盲目地投資，冀成功的希望于偶然；　　15.在企業(yè)內(nèi)部玩弄權(quán)術(shù)；　　16.成本失控；　　17.帳目不清；　　18.以為賺錢(qián)越多，表示管理越好；　　19.將目標(biāo)設(shè)定在"大"，而不是設(shè)定在"增強(qiáng)競(jìng)爭(zhēng)力"；　　20.產(chǎn)品賣(mài)得好時(shí)，開(kāi)始洋洋自得； 21.沒(méi)有制度，各行其是；　　22.高層主管沒(méi)有規(guī)劃能力和控制能力；　　23.成長(zhǎng)過(guò)快而失穩(wěn)；　　24.沒(méi)有明確的競(jìng)爭(zhēng)策略；　　25.管理者在產(chǎn)品質(zhì)量和服務(wù)質(zhì)量上對(duì)企業(yè)誤導(dǎo)；　　26.追求最大利潤(rùn)；　　27.站在自己的

Position, rather than standing on the customer's standpoint; the 28. clan blood relationship personnel policy; 29., the advertisement instead of the corporate image; 30., the fried brand name; and the 31. of the 31. study, and the 32. departments of the enterprise.

To achieve sustainable development, enterprises must face up to the crisis and face the crisis brought about by mismanagement.

With the acceleration of China's strides in the WTO, Chinese enterprises will inevitably face more brutal market competition from home and abroad.

Whether it is difficult, steady development, rapid expansion or high noon enterprises should rationally consider the above management problems, truly see the gap between Chinese enterprises and foreign advanced enterprises in technology, products, especially management, and effectively improve every management problem that may be found, and constantly optimize and improve and improve, then the day of revitalization of Chinese enterprises is just around the corner.