The Jiangnan School of Management held an expanded meeting of its administrative affairs
Time：2019-12-10
Comprehensively upgrade the configuration to create the 2.0 version of Jiangnan Management College
Since its establishment, Jiangnan Management College has taken on the responsibility of talent cultivation, cultural inheritance and brand promotion. It has trained the backbone of young employees, built a talent echelon for the enterprise, and established a three-level training system covering the head office, branches and project departments. It has conveyed the enterprise values and enhanced the cohesion of the enterprise, playing a huge role in promoting the rapid development of the company.
At present, under the impetus of national policies, the reform of the engineering consulting industry is deepening day by day, and market competition is becoming more intense. After years of accumulation and development, Jiangnan Management has continuously enhanced its comprehensive strength. Compared with outstanding domestic peers, it has always maintained a good competitive advantage and market position. At present, how to adapt to the new situation of the industry environment and enterprise development, maximize the potential of employees, innovate the operation mode of the management college, and upgrade the new organizational and management systems of the college have become new topics and tasks for Jiangnan Management College.
On August 19th, Jiangnan School of Management held an expanded meeting of the school affairs, aiming to summarize the school's educational experience, pioneer and innovate, look to the future, discuss the operation plan of "Jiangnan School of Management 2.0", pool wisdom and efforts, jointly study the school's future educational policy and academic philosophy, further play the role of the school, and become the most distinctive enterprise university brand in the consulting industry. Company leaders, heads of functional departments, and heads of various institutions of the college attended the meeting. The meeting was presided over by Jin Guiming, the dean of the college and the deputy general manager of the company.
Li Jianjun, the chairman of the company, delivered an important speech first at the meeting. General Manager Li pointed out that since its establishment in 2005, Jiangnan Management College has been committed to talent cultivation, cultural inheritance and brand promotion. It has coordinated the company's learning and training resources and creatively carried out various learning and training activities. Not only has it provided a large number of talents for the company's development, but also through training, it has promoted the core values of the enterprise and enhanced the cohesion and centripetal force of employees. It has made tremendous contributions to the rapid development of Jiangnan Management. It can be said that both the enterprise and its employees are beneficiaries. At present, the internal and external situations of enterprises have undergone significant changes. Jiangnan Management College should keep pace with The Times, organize and carry out top-level design, increase resource input, innovate the college's educational model, update academic concepts, improve policy support, optimize organizational management methods, enrich educational content and training forms, and comprehensively enhance the college's educational level under the new situation to effectively promote the development of the company.
The college leaders presented the operation plan of "Jiangnan Management College 2.0" at the meeting. Under the guidance of the college's overall planning, they put forward the college's future educational mission, mission, philosophy, organizational model, management system and other aspects of ideas. Combining the college's operation experience and gains and losses over the past decade or so, Propose various measures such as course development, trainer team building, employee growth, and innovative management, focusing on comprehensively enhancing the college's configuration to meet the needs of enterprise development in the new era.
The leaders attending the meeting freely expressed their opinions. Centering on the 2.0 operation plan of the college, they proposed to focus on cultivating a group of renowned teachers and courses, and to introduce external institutional forces to further enhance the teaching level and course quality of internal trainers. It is necessary to strengthen the supporting construction of systems, more closely integrate training and learning with employee assessment, and enhance the spiritual motivation of employees to study voluntarily and spontaneously. It is necessary to sort out the existing training resources, stratify and grade the trainees, and achieve hierarchical management. To build a practical and effective curriculum system, covering general courses, customized courses, auxiliary courses, etc., it is necessary to strengthen the research and development and teaching of management-related courses. It is necessary to strengthen the organizational construction of the college and further enhance its organizational management and overall planning capabilities. Strengthen the research and preparation work before course design and training, and enhance the evaluation and tracking of post-training effects. It should be coordinated with the construction of corporate culture, and the cultural construction of grassroots organizations should be strengthened through learning and training, etc.
General Manager Li concluded by pointing out that the future development of the School of Management should be viewed from the perspective of the enterprise's development strategy. The school's educational philosophy should be upgraded in accordance with the new requirements of The Times, the software and hardware configuration of the school should be comprehensively upgraded, a systematic organizational operation mechanism should be formed, and it is determined to build the most distinctive enterprise university brand in the consulting industry to better assist the company's production and operation work. Secondly, company leaders and heads of functional departments should play their roles as cadres, unify their thinking and understanding, form a synergy, set a good example and lead by example, and provide the greatest spiritual encouragement and support to all employees. Thirdly, learning and training should always focus on practical results, improve the supporting systems, and integrate with the construction of corporate culture. It is necessary to combine spiritual incentives with material incentives to stimulate employees' enthusiasm for learning and create a strong atmosphere of "comparison, learning, catching up and surpassing". Finally, refine the operation plan of "Jiangnan Management College 2.0", form a work list, strengthen implementation, ensure achievements and practical results, and make the golden brand of Jiangnan Management College shine even brighter.
