Zhongtian Huapu: An important tool for group management and control - the control and mold pushing mechanism of a medical group
1. Overview of the control and mold pushing mechanism
The core goal of the management and control model is to determine how the company's management and control model can be recognized and implemented within the company. XX Medical Co., Ltd. realizes a new management and control model, and the core mechanism of its management and control mode operation is to change people's original inherent behaviors that do not match the current development of the headquarters. Zhongtian Huapu integrates the cases of management and control mode, organizational strategy, organizational structure, process and other changes at home and abroad, as well as the latest management scientific research results, and believes that in the process of organizational change, people's psychology and behavior changes are the guarantee for the smooth operation of the management and control model change.
In the control and mold pushing mechanism, the control system is divided into three stages and eight steps
Initiation Phase: Forming a sense of urgency and forming a mold pushing team.
Implementation phase: Establish clear goals for the change of the company's governance model, effectively communicate the goals and strategies to other members of the company, and remove obstacles to action.
Consolidation stage: After achieving short-term results, pay attention to employees' psychological fluctuations, maintain the harvest stage of organizational internal control model reform, and establish a new corporate culture to fix new behaviors.
In the process of rapid development, there are various factors for change, and the management and control model is one of the important factors. Whether the new management and control model can be successfully implemented requires the smooth operation of the mold pushing mechanism after the transformation of the management and control model as the basis, which is related to whether the company can change the status quo of management and control, and whether the company's operation can achieve the expected results, which indirectly affects the development pace of XX Medical Co., Ltd.; The implementation of the management and control system not only has the function of bridging the target and the actual in the implementation of the management and control mode change, but also can play a similar function in mergers and acquisitions, process changes and strategic changes.
2. Control the start of mold pushing and organizational construction
and form a sense of urgency for the change of the management and control model
The first step in a successful governance rollout is to ensure that there are enough people with a sense of urgency to act – to be able to carefully observe the opportunities and problems they face, to motivate their colleagues, and to foster an atmosphere of "immediate action". Ways to form a sense of urgency:
1) Show the relevant personnel a very attractive thing that can be actually seen, touched and felt by people, so that they can realize the necessity of changing and promoting the management and control model.
2) Show relevant personnel dramatic evidence from outside the company to show the importance of the company's management and control model change and promotion.
3) Find some cheap and easy ways to reduce complacency in the organization.
4) Don't underestimate the feelings of complacency, fear, and anger that exist in the organization – even in very high-performing units.
A sense of urgency helps to assemble an appropriate team to guide and drive change and adoption of the entire governance model, and to do basic team work within the team. When there is a sense of urgency, more people will be willing to help provide leadership – even if they may personally have to take some risks. There will also be more people willing to organize, even if they will not receive any form of personal reward for it in the short term. There is a lot more that needs to be done to build the right team with the right people and a trust, accountability and team spirit to lead the governance paradigm change. This is also the main issue discussed in Step 2 - "Forming a Control and Mold Pushing Team".
Establish a management system for controlling and pushing molds
The key to the success of XX Medical Co., Ltd. is to establish a top-to-bottom management system to ensure the implementation of the management plan from the organizational perspective
At the first level, the general manager of XX Medical Co., Ltd. needs to directly lead the implementation of the company's control and mold pushing plan
1) The formulation and implementation of the XX medical co., LTD. control and mold pushing plan are included in the general manager's personal work plan.
2) At the end of each month, the general manager's office will inspect the implementation of the control and mold pushing plan, give guidance, and include it in the review agenda of the next meeting.
3) The general manager regularly convenes the decision-making committee of control and mold pushing to hold special meetings on control and mold pushing, checks the phased results in the control and mold pushing, and approves key decision-making points.
At the second level, XX Medical Co., Ltd. needs to establish a special meeting on the management and control of the mold push (hereinafter referred to as the "special meeting"), which is the decision-making body in the process of controlling the mold pushing
1) The members of the special meeting are the senior leaders of XX Medical Co., Ltd. and the chairman (or general manager) of the subsidiary.
2) During the special meeting, all members should attend on time, and those who are away on business should appoint plenipotentiaries to exercise their rights and obligations.
3) The resolutions formed during the special meeting will be distributed to the subsidiaries in the form of "Meeting Minutes".
At the third level, XX Medical Co., Ltd. has set up a project push team (hereinafter referred to as the "team"), which is the specific implementation organization in the process of controlling the mold pushing
1) The core mission of the mold pushing team: to reform the awareness of employees, establish a new company management and control system, improve the organizational physique, and enhance the company's competitiveness.
2) The mold pushing team is composed of the team leader, the executive deputy team leader and the team members, and the enterprise management department of XX Medical Co., Ltd. is responsible for forming the team, the director of the enterprise management department serves as the team leader, and the manager of the enterprise management department serves as the executive deputy leader.
3) The executive deputy leader of the mold pushing team is mainly responsible for the promotion and coordination of the control system. As the direct person in charge of the implementation of the mother-child control project, the executive deputy team leader, under the authorization of the team leader, makes decisions on the strategic and directional work in the management work, organizes the members of the mold pushing team, jointly optimizes and improves the key consulting results of the consulting company, and checks the completion of the implementation work of the subsidiary.
4) The team members are transferred from the business departments of XX Medical Co., Ltd. to be responsible for the mold pushing work on each functional line.
5) The mold pushing team is a project-based team, and after completing the mold pushing task, it will return to each post, and then return to the team when necessary.
6) The members of the mold pushing team are mainly system publicity, establishment of rules and regulations, evaluation and assessment, answering questions and solving doubts.
7) Quality requirements for the personnel of the mold pushing team: As the vanguard and internal consultant of the company's reform, the personnel of the mold pushing team are also the reserve talent training objects identified by the company's senior leaders. Those selected for the mold pushing team should meet the following criteria:
a. Have rich practical experience in related fields (including relevant management experience);
b. Be familiar with the overall scheme of the management and control system;
c. The work performance in the company has been maintained good performance;
d. Dedication, loyalty, pioneering spirit;
e. Enthusiasm for management change and excellent execution ability;
f. Be good at thinking and grasp the goals of the enterprise;
g. Make a reasonable plan and have the ability to promote the plan;
h. Be good at cooperating with the work of external professional consulting companies.
8) The results of the group's work are directly reported to the special meeting, and the work content is responsible for the special meeting.
The mold pushing team arranges team personnel at different levels corresponding to the company, so that the levels are equal to reduce the resistance in the process of promotion; The person in charge of the control and promotion of the company shall be the general manager of the company, and a director general shall be designated to be responsible for liaison.
Define the functions of the control and promotion organization
1) The responsibilities of the special meeting on the management and control of mold pushing are as follows:
a. Responsible for approving the establishment of the control and promotion team and the personnel appointment decision of the team members;
b. Responsible for approving the "Implementation Plan for Control and Pushing of Mold" formulated by the control and mold pushing team, and giving suggestions for amendments;
c. Responsible for the approval of key decision-making points (such as organizational adjustment and personnel adjustment) in the process of controlling and pushing the mold;
d. Responsible for the "Control and Mold Pushing Work Report" submitted by the review team (see Annex 1) and check the phased results of the work;
e. Responsible for reviewing the "Control and Pushing Closing Report" submitted by the team, and evaluating the overall results and implementation effects of the mold pushing.
2) The responsibilities of the control and mold pushing team are as follows:
a. Responsible for formulating the "Control and Mold Pushing Implementation Plan" according to the control plan and management system, and presiding over the implementation after submitting it to the special meeting for review;
b. The executive deputy team leader is responsible for formulating the "XX Subsidiary Management and Control System Mold Pushing Work Schedule" (see Annex 2) and organizing its implementation;
c. Responsible for formulating the organizational adjustment and personnel adjustment plan in the management reform of the subsidiary, guiding the implementation of the relevant departments of the subsidiary, and dealing with the problems and contradictions in the process of change in a timely manner;
d. Responsible for regularly training the management system and business process of the relevant departments and personnel of the subsidiary to ensure the smooth development of the business under the new management and control interface;
e. Responsible for regularly submitting the "Control and Mold Pushing Work Report" to the special meeting, and adjusting the implementation plan according to the feedback;
After the completion of the mold pushing project, the team submitted the "Report on the Closure of the Control and Molding Pushing" to the special meeting.
3) The director general of the subsidiary is responsible for assisting the team to coordinate the organizational adjustment, personnel deployment, time node, information transmission and daily liaison work of the subsidiary in the process of mold pushing.
3. Control the mold pushing mechanism plan
The general arrangement of the control and mold pushing time is expected to be 16 weeks, and the overall plan is divided into four parts: organizational adjustment period, personnel adjustment period, process system operation period, and cultural construction period.
The first stage: the period of organizational adjustment
1) Start time: After the completion of the parent-subsidiary control project, the corresponding management system and management process will be approved by the general manager's office meeting of XX Medical Co., Ltd.
2) Completion time: 6 weeks.
3) Decision-making organization: the general manager's office meeting of XX Medical Co., Ltd. or the management and control meeting led by XX Medical Co., Ltd.
4) Implementation organization: XX Medical Co., Ltd. *** Human Resources Department and Deputy General Manager in charge.
5) Working methods: The deputy general manager in charge of human resources is responsible for presiding over the change of the department, and the human resources department or external consulting agency is responsible for explaining the new department responsibilities and subsidiary positioning principles to the functional departments and subsidiaries of xx medical shares.
6) Milestones at this stage: XX Medical Co., Ltd. has completed the internal adjustment of the department, and each functional department is familiar with and gradually implements the new department responsibilities, and the existing subsidiaries adjust the internal functional department settings and responsibility division according to the new management and control positioning.
The second stage: personnel adjustment period
1) Start time: It will be carried out at the same time as the first stage of organizational adjustment, and the arrival of department personnel with special circumstances can be appropriately advanced or postponed.
2) Completion time: 6 weeks.
3) Decision-making organization: the general manager's office meeting of xx medical shares or the special meeting of management and control mold promotion led by xx medical shares.
4) Implementation organization: XX Medical Co., Ltd. *** Human Resources Department and control mold pushing team.
5) Working methods: The human resources department formulates a human resources planning plan according to the newly assigned responsibilities of xx medical shares, and the planning plan is divided into two parts: first, the company's existing human resources are reasonably allocated for the new functional division and the operation positioning of the parent and subsidiary; Second, develop a personnel introduction plan for the mismatch between existing personnel and new functions. On the basis of the above, we will actively expand the introduction of human resources, open up two promotion channels for internal and external personnel, and combine the company's internal resources with external resources. The management and control mold pushing team trained the employees of various departments of XX Medical Co., Ltd. on the new department responsibilities, so that the employees could be familiar with their own work as soon as possible.
6) Milestones at this stage: After the organizational adjustment, the personnel of each department have been in place, and the personnel of the first department of XX Medical Co., Ltd. have basically mastered the company's business processes, management forms and reports, so as to match people and posts, and assign responsibilities to people.
The third stage: the operation period of the process system
1) Start time: The implementation will begin after the department and function adjustment are in place, and the trial operation will start after 3 to 5 weeks of system process training, and the formal operation will be entered after 8 weeks.
2) Completion time: 8 weeks.
3) Decision-making organization: special meeting on control and mold pushing.
4) Implementation organization: control the mold pushing team.
5) Working methods: The relevant systems and processes of the new management plan will be issued to the business departments of the subsidiaries, and the members of the project mold pushing team will conduct sub-departmental guidance and training according to the division of labor of functional lines; With the operation of XX Medical Co., Ltd. as the starting point of management and process, divergent derivation is carried out in the subsidiary to promote the process management of the subsidiary; Through the regular operation of the regular business meeting mechanism and management reporting mechanism between the parent and subsidiary, the company's business reporting system and the hierarchical authorization system of the subsidiary company have been initially established.
6) Milestones at this stage: the formation of a three-dimensional management system with xx medical shares as the core, each subsidiary as the focus of project operation, resource integration and transfer as the overall planning point, a unified management process as the link line, and management reports and hierarchical authorization as the development surface.
The fourth stage: cultural construction period
1) Start time: start at the same time as the control and push the mold.
2) Completion time: long-term operation.
3) Decision-making organization: XX Medical Co., Ltd. General Manager's Office Meeting.
4) Implementation organization: Human Resources Department.
5) Working methods: The human resources department conducts centralized construction of corporate culture through activities such as theme reports, training, theme culture analysis meetings, collective wisdom and collective efforts, and the introduction of seniors (work guides), and at the same time integrates corporate culture through new processes and systems.
6) Milestones at this stage: the formation of a dynamic self-management improvement mechanism of xx medical shares, the formation of a corporate change culture that is proud of improving learning and ashamed of stagnation, and achieves a virtuous circle of smooth spiral upward.
, attachments
Appendix 1: "Report on the Control and Pushing of Molds".
1. An overview of the overall work of the subsidiaries that pushed the mold this month.
2. Review of the situation and problems in the guidance and implementation of the management and control system of XX subsidiary.
1. Aspects of the relevant systems of the plan and budget:
2. Financial management related systems:
3. Human resources related systems:
4. Investment-related systems:
5. Information, culture and other comprehensive management related systems:
6. Operational management related systems:
3. The core objectives and overall work plan of the mold pushing team next month.
Fourth, what support and cooperation are needed for xx medical shares.
5. Other suggestions and comments.
Appendix 2: The overall work plan of the mold pushing team for XX subsidiary
Project guidance for the implementation of the work plan