高先生:您好:我公司是山东省一家集电源研发、生产、制造和销售于一体的高科技企业。创业之初公司的骨干都是一群精于技术而不精通管理的“下海”知识分子。由于产品技术含量高,适销对路,经过短短四年的发展,公司已有员工800多人,资产规模达7000万元,在全国6个人中城市设立销售分公司。作为一个技术导向型公司,高层领导一直注重技术更新换代和产业化速度,而疏于管理。由于公司的急剧膨胀,各个层面的管理问题逐渐暴露出来。高层领导明显的感到来自管理方面的巨大压力。在这种情况下,我公司该怎么办呢? Mr. Gao: Hello: Our company is a high-tech enterprise in Shandong Province that integrates R&D, production, manufacturing, and sales of power supplies. At the beginning of the venture, the backbone of the company was a group of “underwater” intellectuals who were skilled but not well-managed. Due to its high technical content and marketable products, after a short period of four years of development, the company has more than 800 employees and an asset scale of 70 million yuan. It has established sales subsidiaries in 6 cities across the country. As a technology-oriented company, senior leaders have always paid attention to the speed of technological upgrading and industrialization while neglecting management. Due to the rapid expansion of the company, management problems at all levels are gradually exposed. Senior leaders obviously feel the pressure from management. In this case, what should I do with my company?