Reserved talent training
Release time:
2020-07-22
后备人才培训有感
编者按:10月12日的后备管理人才培训,大家听了蒋晓萌董事长主讲的《管理技能提升与团队建设》和虞建红总经理主讲的《现代企业竞争的环境、理念和方法》后,纷纷写来了自己的学习体会,本报特摘登一部分,以供大家交流、学习。
尖峰制药厂 廖丽莎
蒋晓萌董事长和虞建红总经理深入浅出,用通俗的语言、经典的案例向我们诠释了什么是管理,管理的方式方法,以及当下企业管理面临的各种问题等课题,让作为管理门外汉的我对于管理学有了全新的认识。
管理,就是管事、理人。大到国家,小到个人,管理活动都贯穿在生活的方方面面,离开管理,国之不为国,家之不为家。对于国家来说,管理的好坏,直接决定着国家的安定团结;对于社会,管理的好坏,直接影响了人民的安居乐业;对于企业,管理的好坏,直接影响了企业的经济效益及发展前景。所以,企业健康发展,社会长治久安,国家兴旺发达,都离不开科学有效的管理。
除了国家管理、社会管理、企业管理,管理活动还发生在每个人工作生活的各个方面。工作上,作为一个现场QA,我算不上一个管理者,但也必须对车间生产现场履行管理的责任和义务。管理的核心是人。车间是一群人的集合,一个人员成分复杂,专业素质参差不齐的集合,在车间工作必须讲究方式方法,与不同的员工沟通必须要用不同的方式,否则不仅工作完不成更可能会产生很多负面影响。生活中,可以运用时间管理,把每一件小事都安排得紧紧有条,让所有的计划都变成每一条具体实施的项目。
管理者是管理活动的灵魂。管理的门槛很高,它需要管理者具备很多优秀的品质和出众的能力。其身正,不令而行;其身不正,虽令不从。管理者的需求量很大,在每个行业的每个单元里,比如一个部门、一个车间,乃至一个班组,都需要一位管理者。往往管理者不计其数,而优秀的管理者却廖剩无几。但是,每个优秀的管理者都有其不同寻常的品质以及与众不同的管理理念。我很认同蒋总所定义的管理者的条件:修炼自己,影响他人、带好团队,激励个人、实现目标,谋求发展。只有提高自身素质、业务能力及专业水平,才能有底气去做管理。自身的境界提高了,就会让很多问题迎刃而解。另一方面,意识到团队的力量。如华为一直推崇的“狼文化”,狼是群居动物,以良好的嗅觉、敏锐的反应以及发现猎物时的团队作战为其鲜明的特点。它们懂得如何利用团队的力量去获得猎物、战胜天敌。而管理学里团队力量的理念与之不谋而合。一个拥有共同目标、人人尽其才的团队就如同一支武器先进凝聚力强的军队,定能书写出无往而不胜的神话。
管理不仅仅是一项技能,更是一门艺术,一门让每一件事顺遂人意,让每一个人各司其职的艺术。目前,我对管理的认识还十分浅显,但是在今后的学习生活中,我将用理论知识和实践经验不断丰富自我,朝着自己的目标,砥砺前行。
安徽新北卡 吴江
干部的管理技能与思路是决定公司能否高效运转的关键,如何打造一支具备狼性的中层干部团队尤其重要。
安徽新北卡所在的位置是一个内地县城小乡镇,区域的限制导致了人才的缺乏,中层干部专业水平、技能参差不齐。这就要求管理者要因地制宜,因材施教,用团队的整体力量去弥补个体的不足,用甲的优点去弥补乙的缺点。虽然拆分成个体人人都达不到“鹰”的要求,但要通过整体的协调,把团队打造成狼的团队。在具体实施中,要对中层干部放权管理,做到权、责、利一体。在公司既定的目标中,允许干部犯错,逐步培养他的技能与责任心,最后成为能独挡一面的“鹰”。
安徽新北卡 楼晓华
“企业当作自己家的,就可以搞好”,蒋晓萌董事长的这句话最简单、本质,也是所有管理者最应该记在心里的。回顾自己的工作历程,又何尝不是靠这样的理念一步步走过来的呢?
记得刚参加工作不到三年,国企竞选承包制推动当时年轻的我做了车间主任。市场调研、销售见客户、自己研发新产品,这几件原来的老车间主任们干了十几年也没做过的事,没有厂长的吩咐,没有领导的安排,就是凭着一份责任心,我在一年内就全做了。这就是创新吧,当时也没想那么多。当时染料车间的烘房全是临时工干活,正式工是从不走进去的,整个车间全年产量36吨,我硬是从烘房中挖出700公斤的积料,靠的就是成本意识、设备知识学习、团队精神。
“企业是自己家的”,管理者就会去想着建设好它,从基础的6S管理现场入手,会去真正节约每一度电、每一滴水;“企业是自己家的”,管理者就会自动自发去学习管理知识,去实践去提高;“企业是自己家的”,团队就是家里人,家里人理当互相鼓励、欣赏别人长处。
结合公司实际,虞建红总经理对企业发展阶段“初级市场竞争”“激烈市场竞争”“知识经济”的划分,及相关管理要素的提出,对我们上海北卡医药很有针对性。特别是战略、技术、流程、人事这几个管理要素要求,我们还存在一些问题。解决问题其实也“简单”,就是“学习”和“实践”。学习制度、流程、新的管理方法,学以致用,实践出真知。问题解决了,管理就进步了,企业也发展了。
上海北卡 李倩
北卡从一个十几个人的研发型小微企业发展到现在,特别是在尖峰药业控股注资后,迅速在一年内扩充成为拥有三家全资子公司,土地400亩,员工人数近400人的中型实体企业。在这个过程中,如何清楚认识企业所处的阶段,迅速调整状态,补充该阶段自己应当具有的管理要素,是我和整个团队的当务之急。
我认为,对于一个实体企业来说,员工人数和土地数量并不代表着成熟程度,目前的北卡还处于儿童甚至婴幼儿状态,但是需要吃下的是一份成人都难以吃下的饭菜(上海北卡十余年市场和品种的累积、药业急需原料药基地的成长和配套),如何能做到科学有效的分解任务,如何能快速汲取到适应现在管理所需要的新知识新信息,是我目前最大的难题之一。
蒋晓萌董事长提到的PDCA循环理论,对于如何提高自己的执行力给了很具体和有效的指导。以前我总觉得自己速度快,雷厉风行,其实对照这个理论我只执行PD,甚至有时候只做到了D,就是说有计划地去做了,甚至只是做了,但并没有对结果进行检查,更缺乏必要的纠正,这样看似执行力很强,其实对自己的进步毫无帮助,对结果也是难以控制的,我的感受是,想好了再做,想好了就做,做完了再想,周而复始才能提高效率。
目前高速发展的社会,一个管理者不仅要具有领导力,更要有广阔的视野,不要只盯着自己眼前这点工作,很容易犯经验主义的错误,容易自以为是,只有眼界广了,视野开了,格局才能大,格局大了才能做好事情。
黄平项目组 雷媛
我们在以后的学习中需“去其糟粕,取其精华”,既有接受新事物的坦然,也需有摒弃旧事物的豁达。我们每一个人需立足于集团目前的发展阶段,明确自身的责任和角色类型,更加有效地发挥自身优势与各项技能。首先我们要做到的是深入剖析自身,同时注重每一位团队成员的心理活动,善于去激发每一位成员的潜能,团队之间必须有合理的沟通交流方式,在自身持有主动权的基础上尊重每一位成员,最大程度的提升整个团队的凝聚力。在激烈的市场经济竞争环境中,企业要立于不败之地必须具备核心竞争优势。商机对企业来说是未来可盈利的机会,要抢占先机,创造价值,修炼能力,互联合作,才能在竞争中立于致胜的高点。
众望制药 张屹挺
效益是企业的根本,是所有企业管理者,包括企业的所有员工最应该记在心里的。在企业内所有活动都是围绕这一句话展开。结合公司实际,我认为我们首先应该明确上海北卡公司、众望制药公司现在所处的环境,做好战略和发展规划。然后根据规划做好产品、人员、技术、市场、管理等各种资源的配制和筹备。各级人员执行力的高低决定了我们能否完成目标。因此我们要培养各级管理人员能力,制订好责任制,提高各级人员的责任心,做事注意细节,制定相应的激励机制。
效益是企业的根本,不断去完成公司的有效任务,形成企业的核心竞争力。我确信公司的效益,一定会提高,企业会越来越强。
上海北卡 张杨丽娜
整合资源,实现既定目标。众所周知,公司的资源指的是公司的人力资源、财务资源、物力资源,简单地说,即人、财、物,如何有效地整合并使其发挥最大的效用,这是我们在日常工作中需要考虑的问题。我们要以最优的投入获得最佳的回报,作为综合管理部门来说,这一点显得尤为重要。
管理个人言行,起到标竿作用。“要成为一个好的管理者,首先要管好自己,为员工们树立一个良好的榜样。”作为一个部门的管理者,一言一行,直接影响着部门下属,所以要时刻注意自己的言行,并能在关键时刻挺身而出,负起自己的责任。
把握原则,立足本职工作。综合管理部在企业里与各部门横向联系是最多的,很多日常工作需要在企业制度下实行。我们绝不能让人情高于制度,一定要时刻牢记“人性化”管理的精髓——制度第一,要时刻把握原则。
安徽新北卡 曹健凯
我其实有段时间一直不明白年轻有什么好的,经过工作中和不同人群的接触,我才发现年轻真是好,你的学习能力,你接收新鲜事物的能力都可以用“快”字形容。因此,在这学习的黄金阶段,我们要疯狂地充实自己,学习相关的知识来增加自己的理论知识。
作为中层,首先要有的是忠诚,忠诚我们的领导,忠诚我们的公司。若把公司比作人的话,领导就是大脑,员工就是肢干,中层就是连接大脑和肢干的身躯,我们扮演的是执行的角色,因此执行力的强弱就决定了脚步的快慢,我们可能会老抱怨工作的繁忙,而我觉得这是种修行,因为我们不知道自己潜能有多少,况且以年轻做资本,我们做的可以比他们快。
安徽新北卡 张平
一名优秀的管理者做到大家都能做到的管理是基本要求而不是本领,做到别人做不到的高度和深度才是真本领,特别是要时时刻刻抓住重点,在重点上有比别人更深入的突破,这才是核心竞争力,这才是鹰的文化。同时,在管理者突飞猛进的时候,能够有一群人跟着冲锋陷阵,通过自己的表率魅力,带出一支执行力强大、信念坚定、服从头狼的团队,克服一个又一个困难,攻克一个又一个难关,取得一个又一个突破,这就是狼的团队,就是一个优秀的团队。我将以此为对照,提高自身管理,带领团队,完成生产的一个又一个突破,取得人无我有、人有我精、人精我强的核心竞争力的提升。
上海北卡 贾霖潇
管理是指一定组织中的管理者,通过实施计划、组织、领导、协调、控制等职能来协调他人的活动,使别人同自己一起实现既定目标的活动过程。简言之就是“管事、理人”,短短四个字却蕴含着很大的学问。
管理者要以身作则,为员工们树立一个良好的榜样,依靠规章制度明确各人职责,同时要保证公平公正,赏罚分明,能识人,会用人。要想做好一个管理者,首先要提升自身的能力,无论是专业素养还是交际能力。打铁还需自身硬,自身能力不够又谈何管理,所以活到老学到老,学习是一件要伴随我们终身的事。同时,作为管理者要协调好下属之间以及本部门与各部门之间的关系。现今,一个部门的工作往往和其他部门有诸多关联,与其他部门的相处融洽与否关系到部门工作能否顺利进展,也会影响公司的工作氛围,所以与各部门之间处好关系也是一门必修课。除此之外,管理还需要能识人,会用人。因材施用,方能人尽其用。
同时,我们需要明确企业经营所面临的环境,以宏观的角度看待问题,例如产业政策、法律法规的变化、国际贸易摩擦的影响、新模式新技术的冲击以及消费转型带来的变化。对大环境了解了之后,还要明白企业竞争的优势与短板,提高创新能力,增强本企业的核心竞争力。另外,还要加强对竞争对手的了解,知己知彼方能百战不殆。
管理是一门学问,我要在今后的工作生活中不断学习,提升自己,争取做一名合格的优秀的管理者。
上海北卡 康立涛
虞建红总经理以现代企业竞争为核心,从战略和战术两方面,结合我们时代发展的大环境和集团内部的小生态,为我们阐述了“做什么,怎么做”的价值观和行为准则,打造学习型企业文化组织。竞争的核心是“人”的问题,如何把握人的问题,打造先进的企业文化,是我们目前的最大问题。蒋晓萌董事长讲到的“团队里面的烂苹果”,就是突出的负能量之一,虞总进一步引申,从“负熵”(减少混乱度)的原理和机制,引出了我们北卡内部最大的问题,“没有能上能下,能进能出的淘汰机制,任何优秀企业都会变得平庸;一团和气,一成不变,是企业最大的熵增”。因此,我们要加强管理中的人员进出机制,从招聘、培训、考核、转正、定岗定薪等角度完善人员的管理;需要加强基层管理人员对下属的指导和管理,以结果为导向,用阿米巴模式,以成本核算为核心,完善责权利关系,以贡献来核定绩效;对管理和现场存在的问题做出快速反应,形成正能量的文化。针对烂苹果,我们要剔除;针对高薪低能,我们要重新定岗定薪;对于对工作积极,对团队忠诚,能够发现和处理问题,做好事情,达到更好结果的人,要敢于提拔,给予足够的机会,并用培训来提升他们的能力和水平。
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04-03
"Cement Economy 50 People Forum" Jiang Xiaomeng Talk about the Future Development of Cement Industry
On March 14, the "Cement Economy 50 Forum" hosted by China Cement Network was held in Hangzhou, inviting 50 influential economic figures in the cement industry to discuss the future development of China's cement industry. Jiang Xiaomeng, chairman of the group company, was invited to attend the forum to discuss the development of the cement industry with his peers. The theme of this forum is "strengthening confidence, seeking breakthrough, and promoting development". It aims to point out the disadvantages of "mud", actively provide suggestions for the competent departments, enterprise transformation and upgrading, strategic and tactical decision-making in the difficult period of the cement industry, and provide new think tank opinions and methods to help form a new cement economic ecology. In the context of the sharp decline in demand, the cement industry is trapped inside and outside, how to revive the glory? How do cement companies survive and develop next? Around these two topics, the guests at the meeting had a heated discussion. Jiang Xiaomeng pointed out in his speech at the forum that the development of any enterprise is inseparable from the healthy development of the industry. Only when the industry is good can the enterprise be good, and the interests of the industry are greater than the interests of the enterprise. In addition, the competition of similar enterprises should seek a breakthrough from the differentiation, and it is unreasonable to blindly pursue low prices. Industry synergy, industry synergy, supply, demand, price, to find a common price line, on the basis of competition and cooperation, from the management services, cost control and other aspects to highlight the advantages of enterprises. The participants reached consensus on many issues after heated discussions. It is generally believed that 2022 is the most complex year in the cement industry in the past decade, affected by the multi-point spread of the epidemic, real estate downturn and other factors, the cement market demand is sluggish, the contradiction between supply and demand is prominent, prices are falling rapidly, business difficulties, the pace of steady growth of the industry is blocked. Entering 2023, under the macroeconomic situation of stabilizing the economy and promoting development, as well as various regions stepping up efforts to promote the construction of major projects, cement demand is expected to increase in 2023 compared with 2022, and the situation in the second half of the year will be better than that in the first half. However, under the expectation of restorative growth in demand, the cement industry is still facing uncertainties such as continued bottoming of real estate, high energy costs, and overcapacity. In this regard, we should resolutely maintain the normal order of the industry, make concerted efforts to help the industry get out of the predicament, and firmly implement staggered peak production. Through mergers and acquisitions, carbon quotas, energy efficiency indicators, environmental protection indicators, coal indicators, market competition and other means to further resolve the contradiction of overcapacity, optimize the industrial layout, and adhere to innovation-driven in digital, intelligent and green development, so as to promote and finally realize the high-quality development of the cement industry. (this newspaper reporter)
2023
03-21