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Don’t abandon, don’t give up

Writer:王增建Source:卡纸2#机 Number of visits: Date:2010年9月19日 09:51

Abstract:



It is honored for me attended the outward training with general manager and manager Yanzhi and other more than 200 colleagues. Firstly, the same as others, I want to thank you my company for preparing the training.
Through the training and combining with corporate philosophy, corporate institutions and my working characteristics, I summarized the following points:
1, self quality.
1) Team spirit. Through every project in the training, the deepest feeling is team work. Individual power is limit, but the team work can make it more powerful. As the same as work, if there is no team awareness, we cannot finish anything. When we doing work we need follow our leaders, and cooperate with other team, small teams need to obey the bigger one, individual needs to obey the team, and then we can achieve our value.
2) Responsibility. Through the training course, especially when we participated in the protecting action, I got deep understanding about responsibility, because teammates handed their lives to us. In our life we are responsible for our families, our lives. For our works, we are responsible for our company. First, we need deepen the understanding of thinking; treat our work like our lives, so we can make a good job which we should do.
3) Challenging. Training projects are difficult and cannot be finished easily. Under the big pression, we helped each other and all we done well. That is a perfect challenge. For our works, it is hard to avoid many problems and difficulties. We cannot fix them very quickly, so we need challenging consciousness. Any problem is a start and could be solved with our teammates.
4) Execution. The process of training developed our dynamics of execution. At work, execution is that try our best to do one thing. There are three-five regimes in our corporate philosophy which ask us to execute the orders with any questions.
2, improvement of working thinking.
1) Capturing goals and distinguishing between primary and secondary. The reason of fail the seven-piece puzzle is didn’t distinguish the primary and secondary. At work, we need to know what kind of jobs we can find time to finished them. Distinguishing primary and secondary, and capturing goals, then we can get the best result in limit time.
2) Obeying without question. The only way to survive from the islet game is obey to the mutitas. Sometimes we doubt about the leaders’ arrange, and think they are inconceivable. But manager Yanzhi said:” people in the different level and position have the different point of view.”people have more comprehensive in the higher position and arrange work after thinking of overall situation. So we need to obey arranges without questions. If we meet any problems we can ask for Instruction and report work.
3) Trusting puisne abilities. From the seven-piece puzzle we can find that it is very important for a leader to trust his subordinates. If leaders take care of every single thing personally, of course maybe part of works will be done well, will lead to a failing result. As middle managers, we cannot do finish every single thing, so we need to let our subordinates to do them. They will take exercises and enhance their abilities and confidences. As well we may have more time to think of more important things. Of course, this trust is finite, not complete trust.
3, changing of work attitudes.
1) Be happy. Training is hard and tired, but is happy. It is not dull but is interesting. Many times we always complain about our tiring and dull work. In fact, happy is kind of attitude, and depends on our points of view. If we can do one challenging work everyday, overcome one problem everyday or couple of days, we will gain the happiness of success.
2) Understanding rules and regulations correctly. In the process of challenging projects, we think there were many regimes restrict us. But when we looking back, we found these regimes protected us and helped us to finish every game. When we doing works, there are many rules and regulations, which sometimes we think they restrict us. If there are no these rules and regulations, what kind of working environment will we stay? The whole company will be chaotic: no progress, no guarantee of safety……therefore, rules and regulations are not chains of freedom but protective talisman of works.
The training has already finished, and we has made summarizes. However, summarizing is the first small step. All of us need make an example to influence others, and then enhance the whole quality of all staff to create the hundred year’s bohui company culture. I believe we can build up a stronger Bohui Group and achieve the double hundred goal and contribute to our community.        

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