The effective management of small and medium-sized drug companies is the key

No company will become so fascinating overnight, but it is often encountered by one or two seemingly small “troublesomes” of management that can be controlled in a timely manner. The lack of protection is like a domino. ,out of hand. Effective management is the goal pursued by the company. Through layered management, management is integrated into daily work, and full-scale management is implemented both internally and externally. Only in this way can the company become a strong and powerful whole.

Strategic Management: Be Prepared

Management focuses on pursuing or achieving results. One of the principles of inspection management is whether the goal has been achieved and whether the task has been completed. Of course, this principle does not apply in all cases. Managers should focus their energy and attention on what works. Whether or not to implement strategic management is ultimately determined by the company itself. With the increasing understanding of environmental complexity and dynamics of SME managers and entrepreneurs, more and more pharmaceutical companies will certainly abandon short-term behavior and increase their strategic heights. Implementing and strengthening strategic management has become an inherent requirement for enterprise development.

Some small and medium-sized pharmaceutical companies believe that strategic management can only play a role in large pharmaceutical companies, their own small-scale pharmaceutical companies, business is simple, lack of talent, with or without strategic management. Many small and medium pharmaceutical companies that have successfully implemented strategic management have proved that this concern is wrong. The nature of most small and medium-sized pharmaceutical companies is private or private, and the property rights structure is single. Major decisions are made by the owners arbitrarily, and the risks are very high. Therefore, after the development of small and medium-sized pharmaceutical companies to a certain scale, they should speed up the rationalization of the property rights system, change the unification of property rights into diversification, establish an appropriate governance structure, solve the problem of insufficient owner's operating capacity, introduce talents and training, and increase the ability to implement strategies. Enterprise management goes from traditional to modern.

Process Reengineering: Simple and Efficient

In recent years, many pharmaceutical companies have reengineered processes, and the process has been summarized in four main areas: logistics, information flow, cash flow, and cultural flow. The efficiency of a pharmaceutical company is low, first check whether the company's process is reasonable, simple and efficient; also check whether the process is formatted, the flow is reasonable and stable. The pharmaceutical company's process system is by no means a simple business chain, but a complex and closed circulatory system. At the same time, it is necessary to sort out whether the circulatory system of the drug company flow is open or closed and whether there is any breakage or obstruction.

Changing from a process-oriented pharmaceutical company to just re-drawing an organizational chart is far from enough, and many new management and working methods are needed. For example, appoint process leaders first because they will guide the entire transformation process; establish process-based assessment systems and track the progress of the transformation process. Then, as the boundaries of power become more ambiguous, the way in which managers interact with each other and with employees must change. For example, the person in charge of the process must work with the person in charge of the business department to ensure that the process design and process objectives are reasonable and the resources are allocated fairly. In addition, traditional management methods do not work in process-based pharmaceutical companies. Instead of taking command and control, managers must adopt a consultative and cooperative attitude.

Focus on management: macroscopic microscopic

The reason why managers become managers is because they need to have a macro perspective and a micro perspective. Focusing on the whole, the whole development is regarded as its own responsibility, and it also focuses on how to use the knowledge, ability and experience derived from the position to work for the whole. According to the company's long-term development goals, the company plans to designate management structures and management methods that are in line with the development goals of pharmaceutical companies, that is, what companies should do. A good organizational structure will promote the completion of the work. Each person's responsibilities, rights, and benefits are clear. The convergence of various departments is just right. The most limited human resources are needed to meet the needs of business development.

To manage a pharmaceutical company, regardless of its size, all the manager's work is reflected in the most basic, most common, most familiar, and the most subtle production and life links. Through micro-management, the company's specific work situation is reasonably regulated, stipulated when and what should be done; and a reasonable and scientific reward and punishment system should be established. The general staff thinks about so-called management. It is too abstract and difficult to understand. With direct incentives such as fines and rewards, they will be very clear, understandable and concerned about it. However, rewards and punishments need to pay attention to methods and methods, and they must be strictly enforced. Too few rewards will not have enough temptation and no effect. Over-rewarding will increase the company's cost and it will spoil employees. Therefore, rewards should be appropriate and appropriate.

Authority Management: Rigid and Flexible

Under the prevailing environment of humanized management, the emphasis on rigid management seems to be outdated. It is particularly important to construct a rigid and flexible management approach to unlock the management of small and medium pharmaceutical companies. Rigid management is the combination of the bottom line of the system and strong enforcement. It is to put people down and raise the management system to the top priority. Even if the basic management system is not sound, it will be difficult to learn how to manage humanized management. Rigid management requires that small and medium drug companies strive to create a relatively fair environment through hard, uniform systems and standards, improve the control mechanism for employees, and strongly change those deeply ingrained behaviors and habits. Flexible management is also an effective means for improving the management level of small and medium-sized pharmaceutical companies. It is indispensable, but it is best reflected from time to time. The first rigid and then human nature is more in line with the actual situation of small and medium pharmaceutical companies.

At the same time, the status of managers is high and the power is high. Those who do not obey will be subject to sanctions. This obedience comes from power. The manager’s morality, ability, wisdom, knowledge, and experience make charity employees obey their leadership voluntarily. Obey the authority from a drug company manager. The authority that characterizes charisma is more convincing than the power held by managers.

Trust Management: Only applicable

Many successful companies have explored a guideline in the management practices that are appropriate for their use: they must give full trust to the people they use. Managers know that trusting others will help the job, but it is not easy to do it. The boss always has many doubts in explaining the employee's work. For example, “Is this important thing left to him alone to handle it, can I afford it?” or “As this kind of sensitivity is high, I need to keep it secret. Will it leak out?” Managers often have this subtle ambivalence. In pharmaceutical companies, those who are trusted by their superiors and who can let go of their work often have a stronger sense of responsibility. Therefore, regardless of what the boss confessed, he will go all out. On the contrary, if the supervisor does not trust the subordinate employees, he will gesticulate and make the subordinate employees feel that they are merely ordered to act on the machine. The success or failure of the case has nothing to do with his or her ability, so the task assigned by the boss will not go all out. .

Therefore, managers must treat each member with sincerity, and they must fully trust the talent once they are entrusted with important tasks. Only by mutual trust can we form a situation where we can “work together”.

Innovation Management: Change in Value

The development process of successful pharmaceutical companies is a history of interpretation of dialectics. In this process, companies must constantly negate the past and build the future based on changes in the external environment and the needs of their own development. Through the transformation of the new operation and management system built up, talent growth, employee enthusiasm, performance adjustments and new ideas in the pharmaceutical company to form an automatic expansion and growth mechanism. For a large number of domestic small and medium-sized pharmaceutical companies, only by constantly enriching their own connotations based on the environment, improve management capabilities and efficiency, in order to avoid the fate of being eliminated by the market.

The managers of small and medium-sized pharmaceutical companies must not only stick to the rules and regulations of their subordinates, and they should not use established models to define the blueprint for pharmaceutical companies. Managers must constantly adopt new methods to deal with new situations in management, and must have the ability to go beyond stereotypes. Operational management is like driving a car. Drivers who are managers need to be careful about the indicator and the road when driving. When there is a new change in the road surface, and the indicator pointer changes, you should turn the steering wheel to react. Pharmaceutical company managers allow employees to run on the established track, and they must carefully observe and adjust frequently to prevent them from making mistakes. Only management reforms such as management design, management education, and management implementation that require urgent appreciation will be established and implemented in a down-to-earth manner based on their own development needs. Only in this way can the management and management of the company be effective and effective. Goal grows.