In the period of enterprise reform, the urgent problems to be solved are how to create a positive and orderly working atmosphere from top to bottom, how to change the thinking of cadres and employees to adapt to the requirements of enterprise reform, and how to promote the development of various businesses in a stable and orderly manner. In order to promote the reform of enterprises, strengthen the consciousness of change of management cadres, and change their thinking to adapt to the requirements of enterprise development, recently, Beijing Haiyan special invited external expert teachers to conduct "Ability cultivation in the period of Change" training, and managers above the team leader level participated in the training.

The students were divided into four groups. At the beginning of the training, the teacher used a short story to introduce the students into the formal course. The students listen carefully, and the teachers and students cooperate well and interact smoothly. The case study session held a heated discussion between each group of students, which played a role in breaking the "department wall". For each student's speech, the teacher gave accurate and accurate comments, and encouraged the students to speak more actively and participate in the interaction in the form of poker points.

This training course is divided into three chapters: self-change, change and response. In combination with the current situation of the enterprise, the teacher elaborated from three aspects: how to adjust the self-mentality to promote the transformation of the enterprise, how to communicate with the current status of the employees, and how to promote the work efficiently.

(1) Self-variation

In the first chapter, the teacher pointed out that the adjustment of mentality is the key to the change of thinking, the only constant is change, self-change is in the continuation of life, active cooperation is the key element, only their own first change, in order to change, many times change represents a kind of responsibility. Managers should have the concept of "constant elimination", identify the demand is the first priority, to change into a normal, an awareness, break the inherent normal thinking, only in this way to keep up with the new situation of the company. For many companies, too comfortable is a stumbling block, change to be good at "filling", do not say how before, to face the status quo, adapt to and keep up with the company's new mode of operation, maintain a good attitude, in order to steadily move forward.

(2) Seeking change

In the second chapter, the teacher took the "Harmonious Voice" of Shanghai Pharmaceutical Company as an example, and explained in detail that obedience to the overall situation is the premise of consciousness adjustment. In the face of the company's employees do not adapt, disharmony and do not cooperate with the situation, the company should take corresponding measures to enhance team cohesion and big team thinking. Many employees' negative resistance to the company is actually soft confrontation. Both managers and employees should have a "sense of crisis" in the face of daily work. Only when you feel a certain amount of pressure can you abandon the mentality of muddling along and put yourself into work with a positive mental state of effort.

(3) Strain section

The last chapter is the contingency. The teacher said that work promotion is the basis of habit formation. In the period of change of the company, managers should develop corresponding work flow charts to promote the optimization of the process with the resulting benefits. The so-called work promotion is actually a complete system of change. Managers should skillfully use PDCA cycle model to analyze the current situation and find problems; Analyze various influencing factors in quality problems and find out the main reasons affecting quality problems; For the main reasons, put forward the solution measures and implement, check whether the implementation results have reached the predetermined goal, summarize the successful experience, formulate the corresponding standards, and transfer the unsolved or new problems to the next PDCA cycle to solve.

In combination with the puzzles and difficulties encountered by management cadres in actual management work, this training and teaching provided effective and feasible solutions to the problems encountered in current management through group discussion and teacher guidance, and pointed out the correct direction and management method for management cadres in the period of enterprise reform. Continuous self-change, the initiative to change, is the portrayal of excellent enterprises and individuals in the current era, in the transformation of enterprises on the road, each Yangzijiang people have the courage and determination to break through the self, self-change and change, and work together with enterprises, towards a more dazzling and brilliant future.

At the end of the training, the teacher also presented a small gift to the top 10 students. This teaching mode promotes the exchange of ideas between employees, drives through mutual influence, and catches up with others, forms a good competitive atmosphere, and improves the cohesion, centripetal force and sense of belonging of employees of the company.