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1、江中集团从人文精神到商业精神（In the river group from humanistic spirit to commercial spirit）Origin of Chinese medicine enterprises, more than the Ruya River group, is to establish a new organization order.In early July 2009, Lu Xiaoqing entered the peoples University again. Out of pocket from the charge of Lu Xia
2、oqing has not for the first time.“ corporate culture; ” “ organizational change; ” like every time you go out to study, Lu Xiaoqing takes notes carefully in class, for fear of leaking. Looking at the two neat phrases in the notebook, some scenes flashed through Lu Xiaoqings mind.In the early 90s of
3、last century, as the personnel manager of Jiangxi Jiang Pharmaceutical (Group) Co., Ltd. (hereinafter referred to as Jiang Group), Lu Xiaoqing began her career. At that time, Lu Xiaoqing is wearing blue trousers and a white shirt every day, walking in between the factory and office respecting, schol
4、ar emotional, less blame, is the inclusion of the &ldquo ” taste; familiar with Lu Xiaoqing. It lets young people entering the workplace blur the boundaries of schools and businesses. It is mixed in a similar to Chinese herbal medicine in the atmosphere of “ harmony, flat for this ”.Now, sitting in
5、the peoples university curriculum, recall this “ taste ” has been deputy secretary of the Party committee of the Jiang Group, director of human resources Lu Xiaoqing, understanding is even more profound. Originally let the river people feel warm that kind of flavor, is now “ enterprise culture ”. No
6、w, in the face of the new organizational transformation and business development of the group, especially the management of the group to the market, we have to re-examine and discard the corporate culture which has accumulated for nearly 40 years. Although both emotion and habit require the people t
7、o give up and adjust, &ldquo, the law of market, the humanistic spirit, &rdquo, and the new orientation of group management culture have come to us.Enterprise “ promotion ”In development for 40 years, then run small factories have become todays “ the river group ”, is ahead of Chinese OTC industry,
8、modern integrated enterprise in pharmaceutical manufacturing, health food and real estate development. Good performance behind the river is the group for several decades, such as “ innovation ” “ brand ” and “ marketing ” and other rigid indicators of strong concern. This concern has made its brand
9、more and more popular and sales revenue growing rapidly.However, as the business school textbooks about the same, the river group currently has come to be promoted to a higher stage of the point, and to overcome the bottleneck in the development stage, needs a stronger power of this power comes from
10、 culture driven organization change.“ to the river group existing resources and comprehensive ability, we can do better, if we didnt do better, some is out of the question. The immediate reason is the lack of new products, but the underlying causes stem from the organization. Over the years, we need
11、 to think carefully about upgrading the organization from top to bottom, just as software needs to be upgraded. ”Beginning in 2000, the river group began to try to do organizational change, but also asked the consulting company to help promote, but did not really solve the problem. Lu Xiaoqing belie
12、ves that this change is not satisfactory, and failed to obtain high-level attention, as well as the promotion and implementation of human resources department limited capacity is directly related.With the market looking good, it is as difficult for leaders at all levels to concentrate on the organiz
13、ation, as it is to persuade a healthy person to have a pathological examination. But for a local enterprise which wins its brand and marketing success, it is a necessary stage to pay attention to organizational growth during its vigorous growth period, and every enterprise must be mature. The bosss
14、awakening, the promotion of the human resources department, and the touch of key events, including many factors, may not be less than one.As mentioned earlier, the high degree of concern for products and marketing has led to the neglect of the role of organization and human resources management in t
15、he process of enterprise development. At that time, the human resources department was also in the transition period from personnel work to human resource management, and it needed a lot of nutrients from outside, but it did not have the ability to promote an organizational change.Until the beginnin
16、g of 2008, the Jiang Groups organizational change was really “ the milestone day ” just arrived. Following the implementation of &ldquo in early March; subsidiary operations center, service sink, decision-making and implementation of separate ” the control group model change after the end of June in celebration of the 10th anniversary group set up time,The group held the first &ldquo in its history; the organization
