What are the problems in the management of general pharmaceutical companies?

Management is not standardized and arbitrary.

The management system of many enterprises in China is not perfect, and there is no standardized and systematic management system. Most enterprises are passive. With the emergence of new problems, the new measures formulated by operators have not been thoroughly studied, or imitated with the adoption of new management systems by other enterprises, but little attention has been paid to the logical relationship between the new system and the original system and whether the new system adapts to the actual situation of their own enterprises. The result is either that the system between management systems is not strong, or it is just an example of the East. This is very obvious when many domestic enterprises implement the IS0900O standard.

Enterprises lack long-term strategic goals.

Many China enterprises ignore the ultimate goal of entrepreneurs' sustainable management and blindly pursue short-term interests or just profit maximization and scale growth; Although some enterprises have set strategic goals, they are very lucky to become a dead letter because of unrealistic strategic goals, or make enterprises fall into the trap of diversification in order to achieve this strategic goal. Some business operators began to reflect on the strategic objectives of their own enterprises, strive to overcome the problem of being hot-headed or short-sighted, gradually extend the average life cycle of Chinese enterprises, and no longer simply pursue scale, but create a strong image in market competition. Not just to be bigger, but to be stronger; What we need is long-term development, not short-term benefits.

The product value orientation is uncertain.

Some enterprises in China have begun to take market changes and customer demand as the compass of business strategy, but most enterprises are still satisfied with developing new products and markets according to their own ideas. The direct result of this enterprise orientation is the way of thinking based on me, which may not guarantee that the products produced can meet the needs of customers, and the products that cannot meet the needs of customers cannot be transformed into the value created by enterprises. According to management guru Peter? Drucker's point of view: Enterprises exist to create customers. Those companies that keep track of the changes in customer demand have tasted the sweetness in the market competition. Best-selling products not only directly create value for enterprises, but also establish the brand loyalty of the most valuable customers.

Rule by man or rule by law

Since 1980s, China has started to select entrepreneurs with various titles, ranging from national prizes to small prizes in provinces and cities. Therefore, China's business operators have attracted more and more attention from the society. Of course, their leadership style and personality also have an impact on the development of the enterprises they manage. Most business operators in China, whether state-owned or private, have a common feature, that is, the leadership authority of the operators themselves has great influence (how influential), and in some enterprises, even to the point where their decisions are beyond doubt, which increases the risk of business operation to a certain extent, because no one can always be right.

Employing people or educating people?

Many domestic enterprises find it more and more difficult to keep people! It's not just about retaining people. It's also difficult for China enterprises to compete with foreign-funded enterprises when recruiting new employees. Some people may attribute it to the low wages of domestic enterprises, but it is basically a problem that there is no incentive mechanism within enterprises (development space and perfect mechanism are more important than simple wages). Apart from the lack of attractiveness of China enterprises due to the limitation of existing resources in material incentives, a very important reason is that most enterprises only use people instead of educating people. Comparing the human resource management of Chinese and foreign enterprises, one of the biggest differences lies in the training input of employees.

The construction of enterprise culture needs to be deepened.

Many excellent domestic enterprises attach great importance to the construction of corporate culture, and have also invested considerable manpower, material resources and financial resources to plan corporate culture. However, there are some misunderstandings in the process of corporate culture construction, such as attaching importance to the material construction of corporate culture and ignoring the role of corporate core values (core competitiveness); Attach importance to the creativity of planners and ignore the actual situation of enterprises, which leads to the fact that corporate culture is just a vase and cannot be recognized by employees (it will be a flash in the pan); Corporate culture is stereotyped, lacking individuality, paying attention to the neatness of words, ignoring the expression of corporate characteristics and so on. Of course, there are still quite a few enterprises that have not carried out corporate culture construction and core values, which is not conducive to enterprises to cope with the future environment and the potential of employees. Therefore, the construction of corporate culture in China needs to be further deepened.