This period of time Ji Lingjun can be very busy, Zhao Weidong put forward the concept of enterprise management is very new, also very targeted, proposed to innovate the enterprise management system, Zhu Lingjun feels that Zhao Weidong's concept is very advanced, a lot of ideas she also heard for the first time, she is very clear that the implementation of the overall standardized management of the enterprise is an important way to reduce the risk of business operations, but also the only way to achieve the sustainable and stable development of the enterprise.

The seven major problems faced by enterprises for successful operation are: capital problems, technical problems, talent problems, market problems, brand problems, quality problems, and management problems. Among the seven major issues, management issues occupy the core and dominant position.

Through the implementation of the overall standardized management of the enterprise, the management problems of the enterprise are solved, and the other six major problems faced by the successful operation of the enterprise are easily solved.

According to the requirements put forward by Zhao Weidong, in order to achieve the overall standardized management of the enterprise, Di Lingjun believes that a complete enterprise management system must cover the five components of the enterprise organization after repeated consideration and consideration:

Target system, enterprise organization, job roles, business processes, corporate culture.

After summarizing the current enterprise management system, combined with the innovative enterprise management requirements put forward by Zhao Weidong, the company and the bank formulated five programmatic requirements for the overall standardized management of the enterprise:

First, realize the standardization of decision-making system management, improve the quality of enterprise decision-making, and reduce the mistakes of enterprise decision-making, so as to ensure the scientific rationality of the enterprise target system.

Second, realize the standardization of organizational structure setting and management, so as to coordinate the relationship between people within the enterprise organization, optimize the personnel structure, reduce the internal friction of the organization, and improve the efficiency of the operation of the enterprise organization.

Third, realize the standardization of job role management, so as to improve the ability management, will management, emotional management and emotional management of job roles, and ensure that every employee of the enterprise performs their duties completely and excellently and does a good job.

Fourth, realize the standardization of business process management, so as to eliminate the arbitrariness of enterprise organization activities, optimize activity input, and improve the efficiency and effectiveness of enterprise organization activities.

Fifth, the implementation of corporate culture construction and management of standardization, in order to unify the enterprise values, enhance the cohesion of the enterprise, build a strong corporate culture, the formation of the core competitiveness of the enterprise.

She held a special meeting in the conference room of the bank headquarters to study and deploy, and decided to: 1. Establish the implementation committee of the overall standardized management of the bank; 2. Set up the overall standardized management and implementation office of the bank; 3. Select the designer of the overall standardized management system of the bank; 4. Determine the responsibilities of senior management in the implementation of standardized management of the bank; 5. Determine the responsibilities of middle-level managers in the implementation of standardized management of the bank; 6. Determine the responsibilities of general employees in the implementation of standardized management of the bank.

Pacific Hongyuan International Bank's standardized management of the bank, in the great attention of the Lingjun, with the support of all levels of the bank, is progressing very smoothly, the enthusiasm of the family is also very high, originally the top and bottom are considering the bank due to poor management and transfer, after the new boss took over, layoffs and salary cuts are also the meaning of the topic, everyone is panicked, but did not expect that after the new boss took over, not only did not lay off staff and reduce salary, but also raised, and the salary increase was relatively large, so from the management to the general staff are very satisfied, work enthusiasm is high.

Because the original system has been very sound, but relatively scattered, no system has been formed, some systems are relatively backward, some systems are defective, but under the guidance of new ideas, under the innovative thinking, soon, a new Pacific Hongyuan International Bank standardized management system has been established, this set of systems is sound, standardized and complete, the management concept is advanced, and the standardized management system that is in line with the actual work of the bank has been produced.

In the standardized implementation of decision-making management, improve the three-dimensional system of bank decision-making, so as to avoid decision-making mistakes that take care of one or the other; Improve the accounting, analysis and management system of bank operating resources to ensure that the bank's decision-making truly optimizes the allocation of bank operating resources; Corresponding to the selection of analysis methods to determine the bank's major decision-making, so as to avoid decision-making errors caused by inspirational and intuitive decision-making; Improve the management procedures for decision-making to ensure that the bank's decision-making is carried out in accordance with scientific methods.

In the standardized implementation of the design and management of the bank's organizational structure, clean up and account for the affairs of the subsystem of the bank's organization, so as to straighten out the operation process of the bank's organization; Determine the basis and method of selection and adjustment of the bank's organizational model, so as to optimize the design ideas of the bank's organizational structure; Establish management procedures for the establishment of units, departments and positions within the bank organization to optimize the establishment of units, departments and positions; Establish the work standards of units, departments and positions to clarify the responsibilities of the corresponding subsystem affairs undertaken by each unit, department and job role, ensure the bank's goals, and achieve everything to be done; Establish and improve the management system for the organization and operation of the bank, so as to clarify the responsibilities and powers of each position.

In the work of standardizing the implementation of job role management, improve the management system for the selection and employment of bank job roles to ensure that the personnel selected and hired by the bank organization fully meet the requirements of the job roles;

Improve the bank's training management system to ensure that bank employees are consistent with their responsibilities in terms of values, ways of doing things, and knowledge and skills in performing their duties;

Establish and improve the staff development management system to ensure that the various human resources required for the development of the bank are developed from within the bank organization to the maximum extent;

Improve the management system of the bank's organizational vision design and employees' personal vision design, so as to achieve the purpose of inducing and motivating employees with goals and ideals;

Improve the communication management system and open up communication channels to achieve mutual understanding and emotional integration between employees at all levels in all aspects of the bank;

Establish and improve the management system of subdivision of power corresponding to the delegation of responsibility, and provide each employee with a complete and outstanding external condition guarantee for performing their duties on the basis of ensuring that the authorization and delegation of responsibilities are scientific and reasonable;

Establish and improve the performance tracking management system of job roles to ensure that the work of each job role is under control;

Establish and improve an objective and fair quantitative appraisal system for the performance of bank employees to ensure that the efforts and contributions of each employee are comprehensively and accurately evaluated;

Improve the reward redemption management system to ensure that the payment of salary and the promotion of positions can fully play a role in motivating the enthusiasm and creativity of employees;

Improve the management norms of employee emotion, ensure that managers at all levels can give full respect to employees, and put an end to disrespect, distrust and uncaring behaviors for employees, so as to increase employees' loyalty and love to the enterprise;

Improve the norms for the management of employees' emotions, and implement induction and venting management for employees' emotions, so as to avoid fluctuations in the quality of employees' performance of duties caused by employees' emotional fluctuations.

In the standardized implementation of business process management, business process management is used to replace capable person management, so as to strengthen process control and strengthen the efficiency and effectiveness management of bank organization and operation activities;

According to the content of the sub-processes run by the bank organization, sort out and standardize the business process of the bank, and draw a flow chart; Analyze and determine the relationship between different processes, and clarify the structure of the bank's business processes to ensure that everyone is doing the right thing and everything can create full and maximum benefits for the bank;

Analyze and determine the activities of each link of each process, and formulate a management system to ensure its continuous optimization and development, so that everyone can do things correctly and ensure the efficiency of work;

Analyze and determine the connection between different processes, so that the person responsible for each process and its activities can complete the process activities in strict accordance with the requirements of the process interface and ensure that everyone does things responsibly.

In the work of standardizing the implementation of the management of bank culture construction, according to the actual situation of the bank, the basic type of bank culture is selected and determined, and the target model of bank culture is designed and planned, so as to ensure that the bank culture built must be a strong bank culture that can promote and promote the sustainable and stable development of the bank;

According to the four levels and nine elements of the bank culture, they are designed and constructed respectively to ensure the integrity of the bank culture and the strength of the will and behavior of the bank.

According to the target model of bank culture selected and designed, the other four components of the bank organization are cleaned up accordingly to ensure the integration of the bank culture and the other four components of the bank organization, so that the bank culture can truly play the role of the genetic code of the bank organization.

The bank culture is divided into three modules: internal management, external marketing and business cooperation, so as to achieve effective management of the development of the bank culture and ensure that the bank culture can play a role in continuously promoting and promoting the stable development of the bank.

The newly established standardized management system of Pacific Hongyuan International Bank, after the pilot test of the effect of the program, can fully meet the needs of the bank's operation and development, so it has entered the stage of comprehensive promotion of the program, and has been continuously improved in the process of operation standardization.

Finally, General Manager Di Lingjun presided over the effect summary and evaluation stage, and Deputy General Manager Qian Tonggang introduced the changes before and after the establishment of the standardized management system of Pacific Hongyuan International Bank and the changes brought about:

"Through the implementation of the new standardized management system, the past decision-making has been changed, there is no scientific analysis method, no procedure, only relying on the person in charge to pat the head with intuition, taking care of one or the other, and frequently making mistakes;

It has changed the problem that there is no stable development strategic plan and goal in the past, and the decision-making is arbitrary, and the order changes overnight; It has changed the problem of multiple channels of decision-making information transmission in the past, which caused obstacles to the implementation of decision-making;

It has changed the problems of weak administrative control, difficult to implement orders, and difficult to stop prohibitions in the past;

In the past, the problems of non-cooperation between departments and units, each blowing its own trumpet, singing its own tune, and the interests of small groups harming the interests of the whole have been changed.

It has changed the problems of the past organizational structure, with too many layers, strict hierarchies, high management personnel, serious bureaucratic habits, and low operational efficiency of bank organizations;

It has changed the problem that the job responsibilities are not clear in the past, there have been mutual promotions, merit and competition with each other, and there is no specific responsible person for the problem;

It has changed the improper allocation of job roles in the past, on the one hand, it is small and large, causing work bottlenecks, and on the other hand, it is overused, resulting in the problem of waste of human resources;

It has changed the problem that the work standards of the past positions are not clear, employees do not know where to work, and supervisors do not know how to assess;

It has changed the management of employees in the past, there is no need for vision inducement and communication incentives, and the problem of simply suppressing people through power;

It has changed the management norms that did not have the necessary authorization in the past, and confused the relationship between authorization and decentralization;

It has changed the problem that the general manager of the bank had to do everything himself, took on too many specific affairs, and had no time to take into account the overall planning of enterprise development and the thinking and demonstration of major strategies;

It has changed the problem of heavy responsibility for consequences and light process tracking and control in the past, and the losses caused by mistakes have to be borne by the bank;

It has changed the problem of lack of scientific work performance appraisal in the past, the lack of objective and fair evaluation of employees' efforts and contributions, and the unclear merits and demerits;

It has changed the problem that the salary management in the past is extensive, more work can not be more, and the bank's salary investment cannot play a due incentive role in the enthusiasm and creativity of employees;

It has changed the problem of ignoring the satisfaction of employees' personal values and psychological needs in the past, disrespecting, distrusting and caring for employees, and lacking loyalty to the bank.

It has changed the problem that the bank incentive mechanism is not strong in the past, and there are rewards that cannot motivate people, and there are penalties that cannot bind people;

It has changed the long-term planning of the development of banks in the past, and the bank's business activities are passive, not to explore and create market opportunities, but to blindly follow the market;

It has changed the problems of lack of necessary marketing integration, uncoordinated marketing strategies, and squeezing each other from different marketing channels.

It has changed the problems of poor cost management, unclear cost responsibility, no separation of investment and expenses, no efficiency of banks, and no profit in the market of products.

It has changed the problem that there is no minimum business process management in the past, the unreasonable mix of bank business activities, the loss of labor and money, and the problem of no return on investment;

It has changed the problem that the construction of corporate culture of banks in the past was stuck in form, with loud slogans and beautiful images, which could not play a necessary management role and could not bring necessary benefits to its investment. ”

He expressed satisfaction with the standardized management system of Pacific Hongyuan International Bank, which established and improved the standardized management system of the entire bank in a relatively short period of time, and spoke highly of the remarkable achievements made, and asked all levels and departments to make persistent efforts to make continuous improvement in accordance with the requirements of the chairman of the board of directors and the actual operation and development of the bank in the actual implementation process, so that the management system is becoming more and more perfect.

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