万科在《惠普之道》培训后的一些想法（vanke's ideas in the training of hp road）

万科在惠普之道培训后的一些想法（VANKESIDEASINTHETRAININGOFHPROAD）VANKESIDEASINTHETRAININGOFHPROADWHEREAREWESOMEIDEASAFTERTHETRAININGOFHPROADHEADQUARTERS,PERSONNELDEPARTMENT,TRAININGBASEINNORTHCHINA,JIAOPEOPLE,2001,2,2WHATKEEPSANDSUPPORTSHP,AHUGEMACHINEWITH90THOUSANDEMPLOYEESANDNEARLY50BILLIONINSALESVANKEWILLFACETHESAMEPROBLEMINBUSINESS,VANKEANDHPWHICHISDIFFERENTBUTINTHEASPECTOFCORPORATIONCULTURE,THETWOAREVERYSIMILAR,THEREISASTRONGCOMPARABILITY,THISSPARKEDMYWISHTOWRITEACOMPARISONOFVANKEMANAGEMENTANDMANAGEMENTOFHP,ANDSHAREWITHCOLLEAGUESALTHOUGHTHEREAREHEADQUARTERSANDFRONTLINECOMPANYWORKEXPERIENCE,BUTMANYOPINIONSANDSUGGESTIONS,THEREISINEVITABLYFALSEFIRST,THECOMPARISONOFCORPORATECULTURETHECORECULTUREOFENTERPRISEHPBELIEVETHATEVERYONEWORKSINPURSUITOFPERFECTIONANDCREATIVITYASLONGASTHEYAREGIVENTHERIGHTENVIRONMENT,THEYARESURETOSUCCEEDBILLHEWLETTFOUNDEROFHPASLONGASTHECOMPANYCREATESTHERIGHTENVIRONMENT,EMPLOYEESAREBOUNDTOGOALLOUTDAVIDPACKARDFOUNDEROFHPVANKERESPECTFORPEOPLEANDCREATEAHARMONIOUSANDPASSIONATEENVIRONMENTFOREXCELLENTTALENTSISTHESUCCESSOFVANKEPRIMARYFACTOREMPLOYEEHANDBOOKKEYPOINTSOFENTERPRISEVALUESHP1,WETRUSTANDRESPECTINDIVIDUALS2,WESTRIVEFOREXCELLENCEINACHIEVEMENTANDCONTRIBUTION3,WEINSISTONHONESTYANDINTEGRITYINOURBUSINESS4,WERELYONTEAMSPIRITTOACHIEVEOURCOMMONGOAL5,WEENCOURAGEFLEXIBILITYANDCREATIVITYHPWAYVANKE1,TALENTISVANKESCAPITAL2,RESPECTFORCUSTOMERS,SOTHATCUSTOMERSATISFACTION3,SPECIALIZATIONSTANDARDIZATIONTRANSPARENCYVANKE4LEARNINGISAWAYOFLIFE5,INNOVATIONISTHESOURCEOFLIFEEMPLOYEEHANDBOOKWECANSEETHATINTERMSOFMEANINGOREXPRESSION,VANKEANDHPSCORPORATECULTUREAREEXTREMELYSIMILAR,THEONLYDIFFERENCEISTHATAMOREAMERICANHPTASTE,VANKEANDEMPHASIZEDTHESPECIALIZATIONANDSTANDARDIZATIONWITHTHECHARACTERISTICSOFTHEDIFFERENTSTAGESOFBUSINESSDEVELOPMENTWHERESTHEDIFFERENCEBETWEENUSANDHPTHEROLEOFCORPORATECULTUREHPTHINKSENTERPRISECULTUREISTHEOUTSTANDINGPERMANENTPOWEROFENTERPRISEPRODUCTSANDTECHNOLOGIESARETEMPORARYEMPLOYEESARETOUNDERSTANDTHECORPORATECULTURETHROUGHSPECIFICMANAGEMENTMANAGEMENTSYSTEMANDPOLICYCANNOTGUARANTEEPEOPLETOINVEST100ENTHUSIASMTHEBASISFORMAINTAININGBOTHCENTRALITYANDCREATIVITYISTHEIDENTIFICATIONOFENTERPRISEVALUESANYLARGEORGANIZATIONITSCOHESIONISNOTINITSFORMORORGANIZATIONORMANAGEMENTSKILLS,BUTINWECALLITTHEPOWEROFTRUSTANDTHEAPPEALOFTHOSETRUSTTOITSPEOPLEHPMANAGERTHEROLEOFCORPORATECULTURE,VANKEUPANDDOWNAWARENESSISAGAPFROMAHIGHPOINTOFVIEW,MANYOFUSDONOTREGARDCORPORATECULTUREASTHEBASISANDMOTIVEFORCEFORENTERPRISEDEVELOPMENTFROMALEVELPERSPECTIVE,THEHEADQUARTERSISBETTER,THEREAREGAPSINFRONTLINECOMPANIESFROMTHEFUNCTIONALDEPARTMENTS,THEPERSONNELDEPARTMENTISBETTER,THEREAREGAPSINOTHERDEPARTMENTSTHISLEADSUSTOTHEMAINGAPWITHHPTHEIMPLEMENTATIONOFTHECOREVALUESOFENTERPRISESINTOSPECIFICMANAGEMENTTHEECOSYSTEMOFANENTERPRISEHPTHINKSENTERPRISECULTUREDETERMINESTHEVALUEOFTHEENTERPRISE,ANDTHENDETERMINESTHEENTERPRISESGOAL,ANDULTIMATELYDETERMINESTHEENTERPRISEINDUSTRYMANAGEMENTANDPROCESSTHEYCONSTRUCTTHEECOSYSTEMOFANENTERPRISE,THATIS,THEINTERNALENVIRONMENTOFANENTERPRISEHPECOSYSTEMENTERPRISECORECULTUREASLONGASTHECOMPANYCREATESTHERIGHTENVIRONMENT,EMPLOYEESAREBOUNDTOGOALLOUTENTERPRISEVALUESTRUSTANDRESPECTFORINDIVIDUALSACHIEVEMENTANDCONTRIBUTIONTOEXCELLENCEUPHOLDHONESTYANDINTEGRITYINYOURBUSINESSTEAMSPIRITTOACHIEVEOURCOMMONGOALENCOURAGEFLEXIBILITYANDCREATIVITYENTERPRISEGOALPROFITS,CUSTOMERS,AREASOFEXPERTISE,GROWTH,EMPLOYEES,MANAGEMENTMANAGEMENTSTYLEOFENTERPRISEMANAGEMENTBYOBJECTIVESANDCOMPANYGOALSENCOURAGEDIFFERENTMETHODSOPENCOMMUNICATIONMOBILEMANAGEMENTANDOPENINGUPVOLUNTARYMANAGEMENTANDSPONTANEOUSCOMMUNICATIONBALANCETHEDEMANDSOFWORKANDLIFEENCOURAGETHEMANAGEMENTPROCESSOFSELFGROWTHENTERPRISESDEFINITEPURPOSESHAREDVISIONJOINTPLANLEADERSHIPACTIONASSESSMENTHPSECOSYSTEMRUNSTHROUGHTHECOREVALUESOFTHEMAINLINEINENTERPRISEGOALS,EMPLOYEEDEVELOPMENTANDSATISFACTIONARECLEARLYDEFINEDINMANAGEMENT,WEREJECTCENTRALIZEDMANAGEMENTANDADOPTTARGETMANAGEMENTSYSTEMSTHATENCOURAGEDIFFERENTIMPLEMENTATIONSASERIESOFMEANSOFENCOURAGINGCOMMUNICATIONBETWEENSUBORDINATESINTHEBASICMANAGEMENTPROCESS,TWOCOMMONPROCEDURESFORDETERMININGTHEPURPOSEANDSHARINGTHEVISIONAREDEFINEDINTHEMANAGEMENTENVIRONMENTOFVANKE,INADDITIONTOPERSONNELMANAGEMENT,INALARGENUMBEROFDAYTODAYBUSINESSMANAGEMENT,WELITTLECONSCIOUSPENETRATIONOFVANKESCOREVALUESVANKESCOREVALUESHAVEINSPIREDVANKESVETERANEMPLOYEESTOPERSEVEREANDGOTHROUGHENTREPRENEURSHIPHARDSHIPVANKESCAREERREQUIRESGENERATIONSOFEFFORTSVANKEONCEAGAINENTEREDTHERAPIDEXPANSIONPERIOD,INALARGENUMBERNEWEMPLOYEESJOINOURTEAM,ALARGENUMBEROFNEWMANAGEMENT,TAKETHEPOST,OURCORPORATECULTUREANDEDUCATIONONLYINDUCTIONTRAININGISFARFROMENOUGHTWO,IMPROVETHECUTPOMPROCESSMANAGEMENTOFMANAGEMENTPROCESSHPSCORPORATEVALUESAREPERMEATEDTHROUGHDAYTODAYMANAGEMENTACTIVITIESANDBUSINESSACTIVITIESTHROUGHTHEBASICMANAGEMENTPROCESS,POMHPPOMDEFINITEPURPOSEBUILDINGSHAREDVISIONCHANGEDRAWUPAJOINTPLANENTERLEADERSHIPACTIONASSESSMENTIPARTICULARLYLIKEPOMBECAUSEITPROVIDESMANAGERSWITHAFRAMEWORKTOHELPTHEMCHANGETHEHPWAYHPTHEDEPTHOFTHEHPGOALENCOURAGESHPSSUBSIDIARIESTOACHIEVETHISGOALINANINNOVATIVEWAY,ANDPOMPROVIDESASTRUCTUREDPROGRAMFORDOINGSOPRESIDENTOFHEWLETTPACKARDCOLEWPLATTPOMSPHILOSOPHY1FOCUSTASKONBOTHANPEOPLE2,SHARINGISAVERYIMPORTANTTOOLTEAMWORK3,CONTINUOUSIMPROVEMENTSPIRITIMPROVEMENTHPMANAGERPOMISTHEBASICMANAGEMENTPROCESSTHATSUMMARIZESMORETHAN170SUCCESSFULHPMANAGERSANDTHEBASICMANAGEMENTMODELWITHTHEMOSTHPFEATURESLARGETOLARGEPROJECTS,SMALLTOONETOWORKGUIDANCE,ITCANBESAIDTHATINEVERYBASICMANAGEMENTACTIVITIES,HPSMANAGERSATALLLEVELSAREUSINGPOMATTHESAMETIME,HPSMANAGEMENTSTYLEALSORUNSTHROUGHPOMITSAREQUIREDCOURSEFORHPMANAGEROBVIOUSLY,WEHAVENTSUMMEDUPTHEBASICMANAGEMENTMODELWITHVANKECHARACTERISTICS,EACHLINECOMPANYSMANAGEMENTHASITSOWNCHARACTERISTICS,REPLICATIONISNOTSTRONGTHEGROUPDOESNOTHAVESUCHAMANAGEMENTCOURSEWITHVANKECORPORATECULTUREASITSCORE1,DETERMINETHEPURPOSEHPTHINKSASLARGEASACOMPANY,ASSMALLASAWORKINGGROUP,ITMUSTESTABLISHTHEPURPOSEOFORGANIZATIONPURPOSEOFORGANIZATIONHASPURPOSEPURPOSEANDMISSIONMISSIONTHEPURPOSEISTODETERMINETHEREASONFORTHEEXISTENCEOFTHEORGANIZATION,THEMISSIONSTATEMENT,ANDTHEBASISFORTHEPURPOSESHORT,SPECIFICGOALSONTHEGROUNDCASESHPSENTERPRISETENETCREATEANEWINFORMATIONTECHNOLOGYECOSYSTEMTOACCELERATETHEPROGRESSOFHUMANKNOWLEDGE,ANDINESSENCEIMPROVETHEEFFECTIVENESSOFINDIVIDUALSANDORGANIZATIONSOBJECTIVEOFTRAININGPROJECTLEADTHEDEVELOPMENTANDMAINTENANCEOFSOLUTIONSTOMEETTHECURRENTANDFUTURENEEDSOFTHESSO/RCODEPARTMENTOPROFESSIONALSERVICESDEPARTMENTPROVIDEPROGRAMS,TOOLS,PRODUCTS,ANDBESTPRACTICESTOMAKETHEPSODEPARTMENTPROFITABLEFORHIGHERVALUE,OPENSYSTEMS,ANDUSER/SERVERSERVICESHPREGARDSPURPOSEANDMISSIONASTHEBASISOFTEAMCOOPERATION,THEFOCUSOFATTENTION,THEBASISOFDECISIONMAKINGANDTHEMOTIVATINGFACTORSOFACTIONVANKESPURPOSEHASBEENEXPRESSEDSEVERALTIMES,BUTHASNEVERBEENDETERMINEDMANYBUSINESSDEPARTMENTSANDMANAGEMENTDEPARTMENTSLACKACLEARSTATEMENTOFTHEIRPURPOSEANDMISSION,WHICHBRINGSDIFFICULTIESTOTHEDIVISIONOFLABORANDCOOPERATIONINOPERATION2,SHAREDVISIONHPTHINKSAFTERTHEPURPOSEANDMISSIONISDETERMINED,THEMOSTIMPORTANTTHINGISTOESTABLISHACOMMONVALUESYSTEMPLATFORM,THATIS,VISIONAVALUESYSTEMISAFIRMBELIEFTHATDIRECTSRELATIONSHIPSWITHCLIENTS,INTERACTIONSWITHGROUPMEMBERS,RELATIONSHIPSWITHOTHERS,ANDCOMMITMENTTOOUTSTANDINGACHIEVEMENTSTHEKEYTOALLTHISSUCCESSISTRUSTWITHOUTCONFIDENCE,YOUCANTLEADTECHNOLOGYISNOTIMPORTANTYOUREDEALINGWITHPEOPLETHEKEYQUESTIONIS,AREYOUWILLINGTOINVESTINBUILDINGTRUSTWOULDYOULIKETOEXPLAINWHOYOUAREWHATAREYOURVALUESYOUCANPULLAHORSETOTHERIVER,BUTYOUCANTMAKEITDRINKHPMANAGERKEYPOINTSOFTHECOMMONVALUESYSTEM1FOCUSON,TASK,AND,PEOPLE2CONCERNEDABOUTTHEWHOLEANDWHOLEFORCONCEN3BELIEFINWINWIN4TEAMWORKTEAMWORK5INTEGRITYINTEGRITY6CONTINUOUSIMPROVEMENTCOMTINUOUS,IMPROVEMENTTHEFORMATIONOFSHAREDVALUESYSTEM,SOTHATPEOPLECANBUILDONEACHOTHER,THESUPERVISORANDTHETRUSTOFTHEORGANIZATIONMORERISKMOREWILLINGTOTRYNEWMETHODSMOREWILLINGTOLEARNINGANDDEVELOPMENTMOREWILLINGTOWORKFEELVALUED,INSPIREANDMOTIVATEHPMANAGERITSHOULDBESAIDTHATVANKEISALSOCONSTANTLYSTRESSEDTHEKEYPOINTSOFTHESEHPVALUESYSTEMBUTWEREALLYDONOTHAVEMUCHPOWERTOIMPLEMENTATTHEMANAGEMENTLEVELTHEFOLLOWINGAREMANIFESTATIONSOFTHESEPHENOMENA“INVANKEONLYWORK,NOTAMAN“CONFUSEDUNDERSTANDINGCONFLICTSANDPREVARICATIONTHATCANBEAVOIDEDATWORK“DONTBEAHEDGEHOG,DONTLETPEOPLEUNDER“ALERTPSYCHOLOGYTHESTATEOFBEINGIDLEIRRESPONSIBLEBEHAVIOROFCUSTOMERSANDCOMPANIESOBVIOUSLY,THEABOVEISNOTONLYBYTHERULESANDREGULATIONSANDOTHERNORMATIVESOLUTIONS3,JOINTPLANNINGHPSPLANMANAGEMENTHASTWOKEYPOINTSESTABLISHINGKEYOBJECTIVES,SYSTEMSANDGOALMANAGEMENTCRITICALTARGETSYSTEM1SALES2CUSTOMERSATISFACTION3PROFIT4MARKETSHARE5EMPLOYEESATISFACTIONITISWORTHNOTINGTHATINAFEWOFTHEKEYOBJECTIVES,THEREARETWOCUSTOMERSATISFACTIONANDEMPLOYEESATISFACTIONREFLECTSTHECOREVALUESOFHPGOALSTHISISNOTINTHEVANKESPLANNEDTARGETSYSTEMTARGETMANAGEMENTHPSPLANTARGETISACCOMPLISHEDBYMEANSOFTARGETMANAGEMENTWHATISHPSTARGETMANAGEMENTTHECOREOFHPSGOALMANAGEMENTISTHAT,GIVENPROPERSUPPORTANDGUIDANCETOEMPLOYEES,THEYMAYBEMOREABLETOMAKEDECISIONSABOUTTHEIRIMMEDIATECONCERNSTHANSOMEMANAGERSGOALMANAGEMENTISNOTAWAYTOINCREASETHEBURDENONHPSMANAGERS,BUTRATHERABETTERWAYTODOITITISTHEPLANNINGPROCESSTHATHPUSESTOINTEGRATETHENEEDTOACHIEVETHECOMPANYSGOALSANDTHENEEDTOCONTRIBUTEANDDEVELOPITINDOINGSO,EMPLOYEESAREALLOWEDTOACTFREELYINACHIEVINGTHEIRSTATEDGOALSHPMANAGERIDONTCAREHOWSMARTAMANAGERISBECAUSEHECANTKNOWWHATSGOINGONTHEQUALITYOFAMANAGERSDECISIONCANBEMEASUREDBYTHEEXTENTTOWHICHHEISDELEGATINGRESPONSIBILITYTHROUGHOUTTHECOMPANYBILLHEWLETTINSHORT,HPSGOALMANAGEMENTENABLESEACHEMPLOYEETOHAVEASMUCHFREEDOMASPOSSIBLEINAPPLYINGHISSKILLS,KNOWLEDGEANDCREATIVITYTOHISWORK,WHILEHELPINGTOSTIMULATEPASSIONANDDEVELOPTEAMSPIRITHPMANAGERVANKESTARGETMANAGEMENTDOESNOTSEEMTOREACHACONSENSUSWITHINTHEGROUPHOWTODEFINETHEKEYTARGETHOWISITBROKENDOWNINTOATARGETSYSTEMAUTHORITYANDCENTRALIZATIONINTARGETMANAGEMENTPROCEDURESFORTHEIMPLEMENTATIONOFTHEPLANMANAGEMENTRESPONSIBILITIESESTABLISHMENTOFADATACOLLECTIONSYSTEMASSESSMENTCRITERIA,FEEDBACKANDPROCEDURESEVERYONEISSHOUTING“BUSY,TIRED,OVERTIME“MAYIASK,“MAYBEWEDONTHAVETOBESOBUSY,SOTIRED,SOOVERTIME“4,LEADERSHIPACTIONHPTHINKSTHELEADERSACTIONISTOPROVIDETHETEAMMEMBERSWITHTHECONTINUOUSSUPPORT,FEEDBACKANDDIRECTIONTHEYNEEDTOIMPLEMENTTHEPLANKEYPOINTSOFLEADERSHIPACTION1CONDUCTTHEMENTORINGPROGRAM2REVIEWANDREVIEWTHEPROGRESS3MAKESUGGESTIONSANDASKFORFEEDBACK4SUPPORTANDTRAINEMPLOYEES5SETANEXAMPLE6AFFIRMATIONANDREWARDCONTRIBUTIONLEADERSHIPSTYLE1WALKAROUNDMANAGEMENT2OPENMANAGEMENT3OPENCOMMUNICATION4BEACOACH,NOTATEACHERFROMTHEPOINTOFVIEWOFPYRAMID,ISEETHATTHEMANAGERSATTHEFIRSTANDGRADEONEAREWORKINGWHENITURNPYRAMIDUPSIDEDOWN,ISEETHEEMPLOYEESWORKINGTHEMOSTSUCCESSFULMANAGERSARETHOSEWHOSEETHEMSELVESASSERVANTSOFTHEPEOPLEMANAGERSMUSTBEFAMILIARWITH,IDENTIFYANDSHARECORPORATEVALUES,ANDMANAGERSBEHAVIORISTHEREALCRITERIONFORTESTINGCORPORATEVALUESPERSONNELTRAININGANDEMPLOYEELOYALTYSHOULDBETHEMOSTIMPORTANTTHINGMANAGERSDOBEFORETHEYDOANYTHINGELSEHPMANAGERVANKEHASGATHEREDAGROUPOFPROFESSIONALMANAGERSWHOAREGOODATMANAGEMENT,KNOWMANAGEMENT,HAVEPROFESSIONALKNOWLEDGE,ANDKEEPONSTRIVINGFOREXCELLENCEBUTTHEYNOTONLYPURSUEPERFECTION,BUTALSOBEAGOODCOACHONLYINTHISWAYCANOURTEAMOFPROFESSIONALMANAGERSDEVELOPCONTINUOUSLYACCORDINGTOHP,AGOODCOACHSHOULDNOTONLYUSEPOSITIONPOWERAUTHORITY,BUTALSOUSEPERSONALPOWERPRESTIGEAUTHORITYISGIVENBYPOSITION,WHILEPRESTIGEISESTABLISHEDBYONESELFINFACT,VANKESSUCCESSFULCAREERMANAGERSAREBOTHAUTHORITATIVEANDAUTHORITATIVEWESHOULDWORKHARDERFOROURNEWMANAGERS5,EVALUATEHPTHINKSTHEASSESSMENTISTOREVIEWTHERESULTSOBTAINED,REVIEWTHEPROCESSESUSEDTOACHIEVETHESERESULTS,ANDIMPLEMENTONGOINGIMPROVEMENTPROGRAMMESKEYPOINTSOFEVALUATION1TODETERMINETHESATISFACTIONOFCUSTOMERS,COMPANIESANDEMPLOYEES2REVIEWANDCHECKTHEPROCESS3IDENTIFYAREASTHATNEEDIMPROVEMENT4CELEBRATINGSUCCESSMYJOBHASBECOMEONEOFTHEBESTITISTHEIRGREATNESSTHATHASYIELDEDRESULTS,IWISHTHEYKNEWWHATTHEYHADDONEANDMADETHEMSUCCESSFULATTHEENDOFEACHPROJECT,IHADTOASKMYSELF,“WHATHAVEILEARNED“DIDIMAKEMISTAKESTHATIDIDNTWANTTOREPEATHPMANAGERIFYOUASKME,WHOMADEITIWILLSAY,“THEWHOLEGROUP“HPMANAGERTHEKEYPOINTOFCOMPARISONOFHPEVALUATION,VANKESHOULDINCREASECUSTOMERSATISFACTIONANDEMPLOYEESATISFACTION,ANDINCREASETHEPROCESSOFASSESSMENTEFFORTS,BECAUSETHEONLYSERIOUSPROCESSOFASSESSMENT,INORDERTOTRULYFINDTHEPLACENEEDSTOBEIMPROVEDTHREE,AFEWSUGGESTIONSINTHEPERIODOFRAPIDEXPANSION,VANKEMAINLYFACESTHESHORTAGEOFMANAGERIALTALENTSHOWEVER,IFWECANNOTSOLVETHEPROBLEMOFMANAGERIALREPLICABILITYANDLOWERTHETHRESHOLDFORADMITTANCEOFMANAGERSATVARIOUSLEVELS,WEMAYNEVERSOLVETHEPROBLEMOFINSUFFICIENTPERSONNELTHEFOLLOWINGRECOMMENDATIONSAREPRESENTEDAROUNDTHISLINEOFTHINKING1,SUMMEDUPVANKEMANAGEMENTMODEL,THEIMPLEMENTATIONOFCOREVALUESMANAGEMENTOFREPLICATION,WEMUSTFIRSTCOPYTHECOREVALUESOFVANKETHEVALUEORIENTATIONOFENTERPRISESIN70SISSHAREHOLDERVALUE,80SISCUSTOMERVALUE,AND90SISEMPLOYEEVALUEINTHISREGARD,VANKEHASBEENWALKINGINTHEFOREFRONTWENEEDTOSUMUPTHEMANAGEMENTMODELBASEDONVANKESVALUE,WHICHISTHEEXPERIENCEOFHPTHATHEADQUARTERSSETUPAWORKINGGROUPTOCONDUCTEXTENSIVERESEARCHONTHECOMPANYVANKEBETTERMANAGEMENTANDMANAGERS,SUMMEDUPTHEBASICMANAGEMENTMODEOFVANKE,ANDREACHACONSENSUSWITHINTHEGROUP,INORDERTOSOLVETHEPROBLEMOFMANAGEMENTCANBECOPIEDTHERESTOFTHESIGNIFICANCEOFTHISWORKWILLNOTBEREPEATED2,FOCUSONENTERPRISECORECAPABILITIES,STREAMLINEBUSINESSMANAGEMENTSTANDARDSBOTHTHEGROUPANDTHEFRONTLINECOMPANIESARECONDUCTINGSTANDARDIZEDWORKBUTWHATSHOULDBEREGULATED,ITSEEMSTHEGUIDINGPRINCIPLEISNOTCONSISTENTSPECIFICATIONFORTOOMUCH,POOROPERABILITYSPECIFICATIONISTOOCOMPLEX,EACHDEPARTMENTACTINGONITSOWNTHEREARESOMESTANDARDCONFLICTSWEHAVEMANYBASICMANAGEMENTSTANDARDSTHENEEDTOUNIFYISTOREFLECTTHECORECOMPETENCEOFANENTERPRISEMAJORBUSINESSMANAGEMENTSPECIFICATIONTHEESTABLISHMENTOFASTANDARDIZEDRECOMMENDATIONSHEADQUARTERSTEAMCORECOMPETENCESUMMARYOFVANKE,CARRIEDOUTTOCO