Different from the management reform and routine management of resident consultation.

Conventional management is divided into modules, which can be divided into production planning, quality technology, human resources, product research and development, finance and so on. The reform of resident consultation management cannot be divided according to the conventional management mode. No matter how high your position in the enterprise is and how well you manage it, you are an unprofessional management reformer. At present and in the future, resident consultation should train a group of professional management reformers for the society.

Some people say that management in the factory should be very professional for many years, but what he did in the factory before was routine management, and he may have practical experience in management, but he has no experience in management change, because there is no systematic professional training in management change in society now.

There is a course called management change in the management major of universities, which is different from management science. The difference between them is that conventional management is an opera, and management reform is both a stage and an opera. As a manager, you will feel that you are a good actor, but there is no good stage, the lighting is not good, the sound is not good, you complain, you try to build the stage, but it is not good. Many managers of well-known enterprises can't manage well in small and medium-sized enterprises, not necessarily because of his incompetence, but because of his incompetence, so he tries to sing opera and set up a stage at the same time, but often ends in failure. Building a platform is a deep knowledge and a very complicated problem. Some people are excellent actors, but not necessarily excellent performers. The correct way is to set up the stage and don't forget to sing, not because you don't sing. Singing while setting up a stage is a professional job for residents to consult.

Traditional management is carried out in a modular way. Why? Because it is marked by departmentalization, personnel, finance, production, quality and technology. They are all departmental. This modular management has been developed for a long time and is now very mature. The formation of this kind of departmentalization is based on division of labor, and the goal of division of labor by department is to complete production tasks.

The main goal of management reform is not simply to complete the production task, but to rebuild the model, that is, to create a new model on the basis of the old model. Pattern reconstruction must not be modular, but a whole, and its core is cultural reconstruction.

Culture cannot be divided into one piece, but a whole, and management should complete an integrated task. In-factory consultation transforms the overall culture of the enterprise and recreates the overall model. Any enterprise that wants chaos is the same. It is impossible that this department is particularly good and that department is particularly chaotic. All departments should be responsible, either responsible or irresponsible, which is a whole thing. Therefore, management reform is the reconstruction of the model, and the core is the transformation of culture and people.

Management change is mutual promotion, ideas and benefits, models and people, systems and cultures. To carry out management reform, we must adopt a way to solve individual key problems and system construction at the same time, but first of all, we must let employees see hope by improving efficiency, promote processes, and processes will solve problems and then push each other forward, so there is no way to completely adopt a modular approach.

These are the conventional theories of management change, which are not original by resident consultation. What is unique about the management reform of resident consultation? Characteristics of resident consultation management reform in cultural transformation.