Maintain enthusiasm for work
Release time:
2021-09-22
Recently, my mother was hospitalized, and the hospital ran back and forth many times. I felt a lot about the service attitude of the hospital staff.
I remember when my father was hospitalized the year before last, when the hospital had just been put into use, as soon as I entered the hospital building, the nurse greeted me smiling and asked me this and that, so I had to wait in line to register and personally take us to the outpatient department. In the same hospital, this time it was like going to the wrong gate. Apart from the strict health scanning code and temperature measurement at the gate, I didn't see the shadow of the nurse in my search. I finally found a doctor who wanted to ask about the medical treatment process. She said coldly that I should go to the outpatient department to find a doctor for consultation. Finally, I finished the hospitalization formalities and came to the ward. The nurses were busy. I remember when I was hospitalized the year before last, the nurses took "dad " one by one. the kindness and enthusiasm made my own daughter look less close. It's really angry and funny to handle it all at once. In two years, from a brand-new hospital to a popular hospital that has received many patients, young nurses have also become slightly qualified medical workers, and their enthusiasm has been obliterated by the busy doctor-patient work, right?
is also doing service work. In fact, I can understand these changes in the hospital. Even if they face different patients every day, their workflow is the same, and they will naturally get tired after a long time. The complicated and monotonous work every day may take up most of our time and energy. We have no leisure to feel our spare time, and we will gradually lose our enthusiasm for life. We will follow the rules step by step every day without using too much brain. Sometimes the interpersonal relationships around us also make us feel unenthusiastic, the abilities and tacit understanding among colleagues are different, and the departments are prevarication and wrangling. Therefore, sometimes we can only talk about work without necessity, and feel cold. There are also times when we may not agree with the way leaders do things and feel that we cannot find a sense of belonging at work. Over time, our passion and enthusiasm for work will gradually fade, in fact, it is the gap between ideal and reality.
Tolstoy once said : A person will achieve nothing without enthusiasm, and the basic point of enthusiasm is responsibility. Choosing a job, we choose the corresponding life, then we have to be responsible for our choices. If you feel particularly irritable at work and don't want to work, think about the company, colleagues and customers. If everyone is lazy, the enterprise will be eliminated, the customers will no longer exist, and we will have no income. What will be used to support the life of the old and the young, and what will be used to pay for water, electricity, gas and rent? You may even have to run to work. Even if you don't lack material, once you get into the habit of cheating, you can only muddle along wherever you go. Usually, people who are rated "Excellent " at the end of the year are responsible for their work. In fact, they can be reflected in their daily work. They always treat their work with full enthusiasm. Every day is still a simple job, but they patiently do it again and again, repeating the same work every day, but they still strive for perfection, persist in it, and devote themselves to the work, and finally they all become indispensable in various positions. An indispensable member, even a leader.
Keeping enthusiasm for work not only reflects our sense of responsibility, but also allows us to have unexpected gains. Enthusiasm can eliminate the doubts of many colleagues, increase the cohesion between colleagues, and thus promote the enthusiasm of colleagues.
With the passage of time, we have lost our enthusiasm for work. This is professional burnout. It is human nature, but the long road of life, we cannot do without work. We cannot give up our work and miss the happiness of life because of ordinary work. In my opinion, to maintain the enthusiasm for work, we can start from the following four aspects:
to adjust the work mentality. Work is not for others, and it is not because the work is paid to make you happy. Work can polish you into a more perfect person. As long as you devote yourself to a job, you will find that the process of work is also happy.
Learn to regulate emotions and establish good interpersonal relationships. Many times our emotions fluctuate not because of the work itself, but because of the people associated with it. Communicate more with colleagues, friends and family members, exchange their experiences, and release their own pressure. Of course, after all, the workplace is about interests. We can't say what we call "and speak freely " . It is also essential to stay away from "" ".
Insist on learning new knowledge every day. Books, news, and the Internet are fine. Charge yourself every day, broaden your horizons, improve your own pattern, and improve your comprehensive ability to solve problems.
With the advancement of science and technology, we must keep pace with the times and learn to change ourselves. Work cannot be changed every day, but we can constantly change our thinking mode, create freshness and interest in our own work in innovative ways, and constantly improve work efficiency, so as to get more recognition.
I may not be able to stimulate the enthusiasm of others, but if I have a little heat, I will give a little light. As long as I am good enough, I am not afraid that others will not be enthusiastic. I will light up my work and life with enthusiasm, hoping to create my own glory. (Shang Yongzhen)
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