Beijing Ronghe Shangzhi is a third-party evaluation company specializing in the field of government services. Its main business includes standardization evaluation of government services, efficiency evaluation of business environment of government services, satisfaction evaluation, unannounced visit evaluation and so on.

Beijing Ronghe Shangzhi Management Consulting Co., Ltd. is another limited liability company registered on November 23, 215. At present, its credit status is good and there is no negative news released. It is a formally registered company with its registered address at No.398, Floor 3, Nanxi Building, No.7 South Third Ring Road, Fengtai District, Beijing. The unified social credit code/registration number is 911116MA23KDXM, and Li Jia is an enterprise legal person. At present, the enterprise is in the state of opening.

According to the analysis of big data from Tianyancha, Beijing Ronghe Shangzhi Management Consulting Co., Ltd. participated in the bidding project for 26 times, including 1 trademark information and 1 copyright information in terms of intellectual property rights, and the enterprise also has 6 administrative licenses. The business scope includes general projects, including social and economic consulting services and information consulting services.

Company management skills

You don't need a good structure, just the structure that is most suitable for the company. When the business takes shape, fine-tuning will easily bring benefits. I don't have to take all the credit in the management process, but I must take part in it. The boss doesn't take credit from employees. Clear rewards and punishments, the establishment of talent promotion and elimination system. What the boss has to do is very simple, lead the general direction, find the right person and divide the interests.

It is necessary for an entrepreneur to be good at finding your own reasonable orientation and develop into your own industry leadership ability through your best industry ability. Knowing people and making good use of them, we must pay attention to the construction and reserve of middle-level managers in the company. At the same time, being a boss should pay more attention to grass-roots employees, so that they can get more help when they get it, but not when they get it. Grasp the core of the company, unite the cohesion of the company's personnel, learn to be good at driving the atmosphere, and let employees have a sense of belonging.