[Column] There is no system for managing the organization.

I would like to introduce a column article.

As the company grows, the workload increases, but an increase in personnel does not necessarily mean company growth. Training new employees takes time, leading to decreased productivity and increased waste. Managers become overwhelmed with managing their subordinates and tend to immerse themselves in on-site operations, resulting in exhaustion. This phenomenon is particularly evident in growing companies, where the company may appear to be thriving, but the on-site situation is chaotic. Due to the absence of a system for managing the organization, the company functions like a collection of individual enterprises. Each time the company hits a wall in its growth process, it is necessary to reassess the management approach. During the startup phase, the president directly manages the operations, but during periods of rapid growth, the role of department heads becomes essential. Once entering a stable phase, an organizational chart is established, and departments are solidified; however, it is difficult for the president to detach from on-site operations, leading many companies to struggle to overcome growth barriers. The key points of management in growing companies are to align personnel and establish rules and systems to accommodate the increase in workload, as well as for the president to shift away from an on-site-centric mindset and focus on building the company’s structure. Companies that wish to expand healthily must build management techniques appropriate to their scale.

E-learningEmployee training