公司发展一般会经历从创业期到转型期,继而到成熟的过程。当公司处于初创时期,规模比较小,管理半径有限,且公司管理体制、运作流程还不是很完善,基于成本和控制风险的考虑,领导人“事无巨细,事事过问”的管理方式既是必要的,也是可行的。因此,在公司的初创时期一般是高管垂直管理的“人治”模式,权力是与个人而不是与职位关联;但是公司发展到一定规模,将处于创业与守业并重的状态,规模的扩张、管理的深度和广度与初创时期都不可同日而语,运营和管理再依靠个别高 The company will generally experience the development from the start-up period to transition, and then to mature process. When the company is in its infancy, the scale is relatively small, the management radius is limited, and the company management system and operation process are not yet perfect. Based on the consideration of cost and risk control, the leader manages the management system Necessary and feasible. Therefore, in the company’s start-up period is generally the vertical management of the “executive” model, the power is associated with individuals rather than positions; but the company has grown to a certain scale, will be both start-up and keep the state, the expansion of the scale , The depth and breadth of management and start-up period can not be the same, operation and management and then rely on individual high