江中集团从人文精神到商业精神In the river group from humanistic spirit to commercial spirit.docx

江中集团从人文精神到商业精神In the river group from humanistic spirit to commercial spirit.docx

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江中集团从人文精神到商业精神Intherivergroupfromhumanisticspirittocommercialspirit

江中集团从人文精神到商业精神（Intherivergroupfromhumanisticspirittocommercialspirit）

OriginofChinesemedicineenterprises,morethantheRuyaRivergroup,istoestablishaneworganizationorder.

InearlyJuly2009,LuXiaoqingenteredthepeople'sUniversityagain.OutofpocketfromthechargeofLuXiaoqinghasnotforthefirsttime.

“corporateculture;”“organizationalchange;”——likeeverytimeyougoouttostudy,LuXiaoqingtakesnotescarefullyinclass,forfearofleaking.Lookingatthetwoneatphrasesinthenotebook,somescenesflashedthroughLuXiaoqing'smind.

Intheearly90soflastcentury,asthepersonnelmanagerofJiangxiJiangPharmaceutical（Group）Co.,Ltd.（hereinafterreferredtoasJiangGroup）,LuXiaoqingbeganhercareer.Atthattime,LuXiaoqingiswearingbluetrousersandawhiteshirteveryday,walkinginbetweenthefactoryandoffice——respecting,scholaremotional,lessblame,istheinclusionof——the&ldquo”taste;familiarwithLuXiaoqing.Itletsyoungpeopleenteringtheworkplaceblurtheboundariesofschoolsandbusinesses.ItismixedinasimilartoChineseherbalmedicineintheatmosphereof——“harmony,flatforthis”.

Now,sittinginthepeople'suniversitycurriculum,recallthis“taste”hasbeendeputysecretaryofthePartycommitteeoftheJiangGroup,directorofhumanresourcesLuXiaoqing,understandingisevenmoreprofound.Originallylettheriverpeoplefeelwarmthatkindofflavor,isnow“enterpriseculture”.Now,inthefaceoftheneworganizationaltransformationandbusinessdevelopmentofthegroup,especiallythemanagementofthegrouptothemarket,wehavetore-examineanddiscardthecorporateculturewhichhasaccumulatedfornearly40years.Althoughbothemotionandhabitrequirethepeopletogiveupandadjust,&ldquo,thelawofmarket,thehumanisticspirit,&rdquo,andtheneworientationofgroupmanagementculturehavecometous.

Enterprise“promotion”

Indevelopmentfor40years,thenrunsmallfactorieshavebecometoday's“therivergroup”,isaheadofChineseOTCindustry,modernintegratedenterpriseinpharmaceuticalmanufacturing,healthfoodandrealestatedevelopment.Goodperformancebehindtheriveristhegroupforseveraldecades,suchas“innovation”“brand”and“marketing”andotherrigidindicatorsofstrongconcern.Thisconcernhasmadeitsbrandmoreandmorepopularandsalesrevenuegrowingrapidly.

However,asthebusinessschooltextbooksaboutthesame,therivergroupcurrentlyhascometobepromotedtoahigherstageofthepoint,andtoovercomethebottleneckinthedevelopmentstage,needsastrongerpowerof——thispowercomesfromculturedrivenorganizationchange.

“totherivergroupexistingresourcesandcomprehensiveability,wecandobetter,ifwedidn'tdobetter,someisoutofthequestion.Theimmediatereasonisthelackofnewproducts,buttheunderlyingcausesstemfromtheorganization.Overtheyears,weneedtothinkcarefullyaboutupgradingtheorganizationfromtoptobottom,justassoftwareneedstobeupgraded.”

Beginningin2000,therivergroupbegantotrytodoorganizationalchange,butalsoaskedtheconsultingcompanytohelppromote,butdidnotreallysolvetheproblem.LuXiaoqingbelievesthatthischangeisnotsatisfactory,andfailedtoobtainhigh-levelattention,aswellasthepromotionandimplementationofhumanresourcesdepartmentlimitedcapacityisdirectlyrelated.

Withthemarketlookinggood,itisasdifficultforleadersatalllevelstoconcentrateontheorganization,asitistopersuadeahealthypersontohaveapathologicalexamination.Butforalocalenterprisewhichwinsitsbrandandmarketingsuccess,itisanecessarystagetopayattentiontoorganizationalgrowthduringitsvigorousgrowthperiod,andeveryenterprisemustbemature.Theboss'sawakening,thepromotionofthehumanresourcesdepartment,andthetouchofkeyevents,includingmanyfactors,maynotbelessthanone.

Asmentionedearlier,thehighdegreeofconcernforproductsandmarketinghasledtotheneglectoftheroleoforganizationandhumanresourcesmanagementintheprocessofenterprisedevelopment.Atthattime,thehumanresourcesdepartmentwasalsointhetransitionperiodfrompersonnelworktohumanresourcemanagement,anditneededalotofnutrientsfromoutside,butitdidnothavetheabilitytopromoteanorganizationalchange.

Untilthebeginningof2008,theJiangGroup'sorganizationalchangewasreally“themilestoneday”justarrived.Followingtheimplementationof&ldquoinearlyMarch;subsidiaryoperationscenter,servicesink,decision-makingandimplementationofseparate”thecontrolgroupmodelchangeaftertheendofJuneincelebrationofthe10thanniversarygroupsetuptime,

Thegroupheldthefirst&ldquoinitshistory;theorganizationdevelopmentconference”andthegroup'snearly200eliteteamsattendedtheconference.

“thismeetingshowsthatthemanagementofalllevelsofmanagement,suchasorganization,values,cultureandhumanresourcemanagement,hasrisentoanewlevel.”inLuXiaoqing'sview,evenifthemeetingisonlyfor“&rdquoreflects;management'semphasisonorganizationalconstruction,corporatecultureandhumanresourcesisofsufficientsignificance.

Inthis&ldquo,theOrganizationDevelopmentConference（&rdquo）,thegroupdevelopmentstrategywasfurtherclarifiedandcombed.Strategyisthedirection,onlycleardirection,cleargoals,organizationalconstructionandorganizationalupgradingisthefocus.Afterthemeeting,thegroupledthegroupinMarchtochangetheorganizationalcontrolmodel,butalsomademoredetailed,morespecific,morein-depthpush.Withthegradualpromotionofsomeconcretemeasures,moreandmoreenterprisesformaconsensus:

whenanenterprisedevelopstoacertainstage,ifitdoesnottaketheinitiativetoconsiderorganizationalissues,itwillbecomepassive.

“managersatalllevelsshouldhavetheawarenessandinfluenceofchange,andthepurposeanddirectionofchangeshouldbeclearlyunderstood.Thehumanresourcesdepartmentisaparticipantandfacilitatorofthechange,anditneedstobetoldandfolloweduponwhychangeandchange.”inLuXiaoqing'sunderstanding,thepresentorganizationalchangeisopen-ended,butagradualprocess.Especiallysmallchanges,theydoalmosteveryday.

“rule”culture

Thisisoffar-reachingsignificanceintherivergroup“OrganizationDevelopmentConference”andalsoputforwardanimportantcontent,thatisthegroupunderthenewstagethecorecultureof——“&rdquoruleculture;.

“ruleculture”?

Althoughthegroupculturediscussiongrouptookalongtimetocarryonthesummaryandrefiningoftheculture,butasthecorecultureof“”toseekadvice,orcausednosmallwavesintheinternalstaff.

Wequestionedexactlythesamereason:

“rivergrouphasbeeninnovativespiritofenterprise,strongflexibility,quickresponse,andtherulesemphasizerigid,emphasisontheimplementationoftherules,cultureasthecoreoftheenterpriseculturewilldisappearriverpeople'ssenseofinnovation?

”“withpioneeringinnovation,thepursuitofexcellence,whetheritcanbettergeneralizethecorporatecultureoftheriver?

”

Whatkindofcorecultureshouldbedistilledandestablishedinthenewperiod?

TheGroupChairmanandmembersoftheculturalgroupheldnumerousdiscussionsandevenarguedabouttheissue.Againandagaintheybroughtforthnewthings,andagainandagaintheyweredenied.

Finallyoneday,“‘&rsquorules;abnormalwordclearlyappearedinchairmanofthebrain,fromtheinitialvague,latertheconnotationofmining,valuebasis,andiseffectivetosolvethepracticalproblems,andthroughanalysis,andthentothegroupexperienceandsuccessfuldevelopmentofthehistoricalriveroriginallythevaluesadvocateddockingandmoreandmoreclear,moreandmorebright,moreandbetter,itis!

”“LuXiaoqingappearsinrule”twowords,verysimpleandnatural,notrhetoric,notemptywords,ithasprofoundconnotationanduniquetemperament.Ruleisastrictsystem,aclearstandard,anefficientprocess,ayardstickofbehavior,aheritageandsummaryofknowledgeandexperience,andaprerequisiteandbasisfororganizationalefficiencyandexecution.The&ldquorules;cultural”sentenceunderstandingis“everyonetalkaboutrules,everythinghasrules,”whentherulesbecomeaccustomedtothemodeofthinkingandbehaviorofeachperson,organizationalchangeislogical.

Whenitcomesto&ldquoor&rdquorules;culture;enterpriseknowledgemanagementsystemisverygood,LuXiaoqingsaid,“therivergroupfordecadesthroughtheexploration,inmanyjobshavesummedupthegoodexperience,howtomakethebestqualityandhighestefficiency?

Ifyoudon'tusewords,theprocessofcuringthingsandhandeddown,itcanonlybecomeapersonalwealthofknowledge,andnotbecomethewealthofknowledge,enterprisesdonotachievegoodknowledgemanagement.”LuXiaoqingbelievesthatculturalrulesonceimplemented,willbenefitmanyotheraspectsofthework,suchaswhenalltheworkiswhattodoandhowtodo,howtodocanclearlydescribe,thenthesedatawillbecomethenewemployeetrainingmaterials,canalsobeincludedintheassessmentandevaluationsystem.

&ldquo,theessenceoftheruleistheteam,thereisnorule,onlythegang,noteam.Rulesdon'tbecomeculture,

Rulesarenotrules.Rulesarebothanattitudeconstraintandabehavioralcriterion,afusionofattitudesandbehaviors.Thisisakindofideaandformofinnovation,anditistheuniquetemperamentoftheriverculture.&rdquo,