Learning rituals and instruments
Release time:
2022-06-13
Confucius said: If you don't learn etiquette, you can't stand up.
In our growth process, we did not systematically learn etiquette. Some of the simple etiquette we developed was just the words and deeds of our parents when we were young, such as keeping our hands on the bowl when eating on the dining table, waiting for the host and guest to move chopsticks first when serving food, standing and sitting on a daily basis, not shaking legs casually, etc. In order to form these habits, I don't know how many times I was beaten by my mother. As for the taboos of some traditional festivals and the etiquette of important occasions when I grew up, I always thought it was pedantic and didn't take it too much to heart.
However, some unwritten rituals are everywhere. People dare not take seats at wedding ceremonies. The sacrificial activities of funeral ceremonies make us at a loss. Take the initiative to shake hands with people, being ignored; A toast to people was directly blocked back. What's wrong with us?
5# October 19 , daye peak organized a workplace business etiquette training, the lecture was conducted by teacher Wang Yan from Bailang educational institution. I dare not say how deep the trainer has the traditional etiquette, but the principles of conformity, self-discipline, equality and respect for others mentioned by the teacher are very suitable for the characteristics of human nature. This etiquette class told me that details often determine success or failure. Life shows self-cultivation everywhere. Doing big things starts with small things. Only those who do small things and details well can get more opportunities.
What impressed me most was telephone etiquette and meeting etiquette. As an office worker, I usually answer the phone more often. In the past, when I answered the phone, I always answered "hello " as soon as the phone rang and picked up the phone. after listening to the teacher's phone etiquette, I realized that this was very impolite and there were too many places to learn.
is to leave the noisy environment before answering the phone. when the phone rings 3 , you must first report to your work unit and department, for example: "hello! This is the comprehensive management department of daye peak cement co., ltd. may I help you? " In conversation, one should have a warm tone, generous and natural tone, smile, moderate voice volume, clear expression, conciseness, civility and courtesy. Ask who the other party is and what's the matter. If the other party is looking for a colleague and the colleague is not in his seat, we should reply like this: "So-and-so is not in his seat and will be back in about a few minutes. Can I help you? " When you finally hang up the phone, you should say a blessing before you put down the phone.
The second piece is the meeting etiquette. The teacher told us a lot of details that we don't know at ordinary times. For example, the original tea making should be divided into spring, summer, autumn and winter. Spring and summer are suitable for making Xinyang Maojian, Tieguanyin and Longjing, and autumn and winter are suitable for making Pu 'er, Jinjunmei and Dahongpao. The tea should be brewed 10 minutes before the start of the meeting, and the water should be renewed once in the middle of the meeting from 15 to 20 minutes. When pouring tea, it should be done with the right hand at the right rear of the guest, and it should not be poured on the guest's head or back. Tea should be eight points full. When refilling the water halfway, the water should be refilling clockwise from the guest of honor. Think about how convenient it is for me to come when I renew water at ordinary times. I really learned a lot from this lesson. The teacher also told us about other aspects of etiquette, such as introduction etiquette, business card etiquette, dining etiquette, bus etiquette, reception etiquette and so on, are worth learning.
Several familiar stories of the Three Kingdoms also confirm the importance of etiquette. After capturing Guan Yu, Cao Cao cherished Guan Yu's talents very much and respected Guan Yu very much. Although Guan Yu still thought of Liu Bei, he also killed Yan Liang for Cao Cao in return. When Hua Rong Dao, Guan Yu also remembered Cao Cao's many kindness and righteousness that day and let Cao Cao live. The same is Cao Cao. Zhang Song, as an envoy of Xichuan, originally planned to offer Cao Cao a picture in exchange for a lifetime of wealth. However, Cao Cao was infuriated because of his arrogance and verbal collision. Cao Cao was not in the mood to be a virtuous corporal and drove him out of the mansion directly. By contrast, it can be seen that etiquette, as a lubricant for interpersonal communication, cannot be ignored even by famous figures such as Cao Cao and Guan Yu. Learning etiquette can never be solved in one lesson. It requires long-term infiltration of cultural absorption, family education and corporate atmosphere. I remember that there were relevant courses in primary schools a few years ago, but teachers, parents and students did not pay enough attention to them at that time. In the enterprise, etiquette is the comprehensive embodiment of the enterprise image and the staff's accomplishment quality. Only by studying well and doing well the proper etiquette can the enterprise image shaping and cultural expression be promoted to a satisfactory position for customers.
(Wang Yiyan
Zhou Lixia)
More information
Recently, it was learned from the competent department that the "ERP/MES full-process informatization" project of Jianfeng Pharmaceutical Company has been included in the list of key projects of "integration of industrialization and industrialization" in Jinhua City, and has now entered the publicity period. In order to speed up the in-depth integration of informatization and industrialization, according to the evaluation criteria in Jinhua City's "Several Opinions on Accelerating Informatization Construction" and "Jinhua City Informatization and Industrialization Integration Key Project Management Measures", 148 projects were included in 2017 Jinhua City's "Integration of Industrialization and Industrialization" key projects. The "ERP/MES Full Process Informatization" project of Jianfeng Pharmaceutical Co., Ltd. was finally included in the list after being recommended, material reviewed and expert reviewed by Jinhua Economic and Information Committee. The ERP-level subsystems of ERP/MES full-process informatization project include sales system, procurement system, MRP system, GMPQbD system, connecting UFIDA financial software and HR system. MES-level subsystems include industrial data acquisition and monitoring system, GAMP/MES system, eBPR (electronic batch production record system), cGMP quality assurance system, QC/eBTR(QC process and electronic batch inspection record system), LIMS system, etc. After the construction is completed, the visualization of drug production process and the collection and integration of industrial data will be realized. Realize the electronization of drug production process parameters, electronic batch production and inspection records; the realization of big data integration of industrial data and information will also be in line with the regulatory concept of GMP data integrity and quality traceability to the greatest extent. The establishment of a unified enterprise information platform will eliminate information islands and realize data one.
2020
07-31
The company's first-half profit record high
According to the 15th meeting of the ninth board of directors of the company on August 25, in the first half of 2017, the company achieved a net profit of 240.5357 million yuan, the highest level in half a year's history. In the first half of 2017, the company focused on the general work policy of "grasping trends, precise development, strengthening management, and improving efficiency", grasping the opportunities brought by economic structure optimization and industrial upgrading, strengthening lean production and management improvement internally, and actively exploring externally Develop new opportunities and continue to promote the "three reductions and three improvements" work. Through the joint efforts of all employees of the company, the best semi-annual performance in history has been achieved. As of the end of June 2017, the company's total assets were 4.226 billion yuan and net assets were 2.511 billion yuan; the company achieved total operating income of 1,305.9327 million yuan, an increase of 18.42 percent over the same period last year, and net profit attributable to owners of the parent company was 240.5357 million yuan, an increase of 132.11 percent over the same period last year. Earnings per share are 0.7 yuan. In the second half of the year, the company will continue to focus on the annual business plan, carry out in-depth work of "three reductions and three improvements", further do a good job in internal control, prevent business risks, and further do a good job in safety and environmental protection. we will further develop and improve the complementary relatively diversified main business structure and constantly enhance the company's core competitiveness. The 15th meeting of the 9th board of directors held on August 25 was presided over by Jiang Xiaomeng, chairman of the group company. Four proposals and reports including the 2017 semi annual report and the proposal on the change of the company's accounting policy were deliberated and passed. on the same day, the 12th meeting of the eighth board of supervisors was held,
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-30
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
Spike Pharmaceuticals set out to explore a new sales model
Agency and Terminal Link Production and Chain Cooperation Spike Pharmaceuticals to Explore New Sales Models From August 16 to 21, the 2017 China Pharmaceutical Retail Industry Information Conference (hereinafter referred to as "Xipu Conference") with the theme of "Building a Blueprint-Market Awakening Focusing on Demand" was held in Boao, Hainan. Huang Jinlong, deputy general manager of the group company and general manager of the pharmaceutical company, and relevant leaders of Spike Health, pharmaceutical sales company and Spike Pharma pharmacy were invited to attend the event, to create a new sales model "road". This year coincides with the 10th anniversary of the Western Conference. More than 1200 mainstream chain pharmacies, more than 800 brand pharmaceutical industries, more than 100 cross-border affiliated institutions, more than 130 top domestic and foreign capital institutions, more than 60 representatives of authoritative media, and authoritative experts in the industry, with nearly 4000 people gathered in Boao. The meeting combed the context of the pharmaceutical retail industry in the past ten years, discussed the development of the industry in the new decade, and built a new blueprint for the industry. During the meeting, Huang Jinlong led the peak participants to have in-depth exchanges with the organizers of the conference and industry experts on issues such as the impact of national policies such as the brand strategy of enterprises, the role of brand enterprises in the industry, medical reform, prescription outflow, etc. on the original sales mode of pharmaceutical enterprises. He also had extensive contact with pharmaceutical counterparts and terminal chains, listened to front-line sales experience, collected relevant information on terminal chains, and collected market trends of the top 100 chains. In the past ten years, the scale of drug retail sales in China has increased from 143 billion yuan to 337.7 billion yuan, and the chain rate has increased from 35.3 percent to 49.4 percent.
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
Contact Us
No. 88 Wujiang East Road, Jinhua City, Zhejiang Province, China
Tel: +86-579-82326868
Fax : +86-579-82324666
©2023 Zhejiang Jianfeng Group Co., Ltd. Powered by: www.300.cn SEO Business License
SAF Coolest v1.2 设置面板 SHJSS-AHDB-FSSQE-ZSW
无数据提示
Sorry, the current column has no content !
You can view other columns or return to Home Page