中国移动甘肃公司班组管理提升研究
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摘要
班组是企业最活跃的细胞,是企业最基层的组织与作业单位,是连接企业与员工的平台,是培育员工、激励人才最重要的阵地。企业的发展战略、管理思想和管理目标要在班组中落实,企业效益要通过班组实现,安全生产要由班组来保证,企业文化要靠班组来建设。而新时代的现代企业组织变革,尤其是企业组织结构扁平化、运行柔性化、联系网络化和形态虚拟化的发展趋势,对班组建设与管理提出了全方位的新挑战。因此,提高班组工作水平和班组长的管理水平,建设适应新形势、新要求的班组,对于完成企业各项经营目标任务,实现企业可持续发展,以及培养一支技能精湛、作风优良、爱岗敬业、勇于创新的高素质员工队伍,都具有十分重要的作用。
甘肃移动作为一家国有大型骨干企业,自1999年分营成立以来,企业持续保持快速发展的态势,综合实力明显提升,但在企业快速发展的同时,也暴露出了一些问题,班组管理基础薄弱就是其中之一。本文试图通过甘肃移动当前班组管理现状进行分析,制定了班组管理提升方案,以期望在深入总结电信企业班组管理好的经验的基础上,找出与国外优秀企业基层管理结构性与制度性上的差距,促其制度建设与行为规范,提出加强和改进班组建设与管理的思想观念、操作实务,使企业班组建设工作现代化、正规化与常态化发展,为我国电信运营商加快发展、做大做强提供新的思路,增强我国电信企业提高参与国际竞争的核心能力。
本文主要分为五部分：第一部分主要是从现代企业组织变革、电信行业发展环境等方面阐述了班组管理的背景及意义,对本文研究的问题进行了界定,并明确了本文研究的思路及方法。第二部分主要是从现行的组织架构、多年来取得成绩以及存在的问题等方面对甘肃移动班组管理现状进行了剖析,同时对产生问题的原因进行了深入分析。第三部分主要是针对甘肃移动班组管理当前存在的问题,设计了班组管理提升方案,明确了甘肃移动班组管理提升的指导思想和总体目标,论述了班组管理提升的必要性、总体策略、提升原则等,从制度建设、文化建设、队伍建设等方面,指明了甘肃移动班组管理提升的预期效果。第四部分主要是从班组管理体系的整合、班组长队伍的建设以及班组文化活动的开展等方面入手,提出了甘肃移动班组管理提升方案的实施策略。第五部分主要是通过对甘肃移动班组管理提升方案的实施进行展望,总结出了本文对甘肃移动乃至整个通信行业班组管理的理论意义和现实意义所在。
In a company a team-unit is the most active organization, the basic unit to organize and operate, a platform to connect a company and its staff, and the most important place to train employees and develop masters. Not only are the strategies, management ideologies and management objective of a company all carried out in a team unit but also the benefits of a company rely on a team unit, besides, safe-production is also guaranteed by a team unit as well as the establishment of the culture of a company depends on a team unit. With the reform of modern companies'organization, especially in the aspects of the plat organization structure, the flexible operation, the connections of networks, and the dummy form of a company, the development and management of a team-unit are more and more challenged. Therefore, to improve the level of a team's work and the abilities of a team's leader, and to establish a team getting along with new changes and new challenges are essential to accomplish all the objectives of businesses, to realize the continuous development of a company, as well as to develop a team of qualified staff who are skilled, with good conducts in work, and innovative.
China Mobile Gansu Company is a key large state-owned company. Since established in 1999, it has been keeping a continuous rapid developing state, its comprehensive strengths having also been greatly improved. But in the development come out some problems, among which is the weak management in a team unit. By analyzing the current situations of the team management in China Mobile Gansu Company, the author of the essay puts forward some measures for the improvement of team-unit management. The author sums up the effective team-unit management experience of the foreign telecommunication companies to expose the gaps in team-unit management structures and systems. By doing so, the authors hopes to improve the construct of systems and standardization of business behaviors. The author also puts forward some measures to strengthen and improve the construction of a team unit, its management ideologies, and its practical operation. All these are helpful for a team unit in a company to develop in a modern, standard and normalized way. They as well offer new thoughts for the telecommunication operators in China to develop and become stronger quickly, and to enhance the core abilities of the telecommunication companies in China to compete with global corporations.
The essay consists of five parts:in the first part, the author generalizes the background and significance of team unit management in the aspects of modern organization company reforms and the environment of telecommunication development etc., defining the questions to be discussed and the methods used in the essay. In the second part, the author analyzes the current situations of team unit management in Gansu Mobile Company and deeply analyzes the causes from the aspects of current organization structure, recent years'achievements and existing problems. In the third part, basing on the existing problems in Gansu Mobile Company team-unit management, the author designs some projects to improve it, at the same time defining the guidelines and general objectives for the improvement of team-unit management in Gansu Mobile Company, discussing about the necessities of improvement, general strategies and improvement principles etc. in team-unit management. The author also gives out the prospective improvement results for Gansu Mobile team-unit management from the constructs of systems, cultures and teams. In the fourth part, the author puts forward some practical strategies for the team-unit management in Gansu Mobile Company in the regulation of team-unit management system, the construct of team leaders and organization of cultural activities in a team etc.. In the fifth part, in the prospect of the practice of the team-unit improvement in Gansu Mobile Company, the author sums up the important ideological and practical significances for team-unit management in Gansu Mobile Company, even in telecommunication companies.
甘肃移动作为一家国有大型骨干企业,自1999年分营成立以来,企业持续保持快速发展的态势,综合实力明显提升,但在企业快速发展的同时,也暴露出了一些问题,班组管理基础薄弱就是其中之一。本文试图通过甘肃移动当前班组管理现状进行分析,制定了班组管理提升方案,以期望在深入总结电信企业班组管理好的经验的基础上,找出与国外优秀企业基层管理结构性与制度性上的差距,促其制度建设与行为规范,提出加强和改进班组建设与管理的思想观念、操作实务,使企业班组建设工作现代化、正规化与常态化发展,为我国电信运营商加快发展、做大做强提供新的思路,增强我国电信企业提高参与国际竞争的核心能力。
本文主要分为五部分：第一部分主要是从现代企业组织变革、电信行业发展环境等方面阐述了班组管理的背景及意义,对本文研究的问题进行了界定,并明确了本文研究的思路及方法。第二部分主要是从现行的组织架构、多年来取得成绩以及存在的问题等方面对甘肃移动班组管理现状进行了剖析,同时对产生问题的原因进行了深入分析。第三部分主要是针对甘肃移动班组管理当前存在的问题,设计了班组管理提升方案,明确了甘肃移动班组管理提升的指导思想和总体目标,论述了班组管理提升的必要性、总体策略、提升原则等,从制度建设、文化建设、队伍建设等方面,指明了甘肃移动班组管理提升的预期效果。第四部分主要是从班组管理体系的整合、班组长队伍的建设以及班组文化活动的开展等方面入手,提出了甘肃移动班组管理提升方案的实施策略。第五部分主要是通过对甘肃移动班组管理提升方案的实施进行展望,总结出了本文对甘肃移动乃至整个通信行业班组管理的理论意义和现实意义所在。
In a company a team-unit is the most active organization, the basic unit to organize and operate, a platform to connect a company and its staff, and the most important place to train employees and develop masters. Not only are the strategies, management ideologies and management objective of a company all carried out in a team unit but also the benefits of a company rely on a team unit, besides, safe-production is also guaranteed by a team unit as well as the establishment of the culture of a company depends on a team unit. With the reform of modern companies'organization, especially in the aspects of the plat organization structure, the flexible operation, the connections of networks, and the dummy form of a company, the development and management of a team-unit are more and more challenged. Therefore, to improve the level of a team's work and the abilities of a team's leader, and to establish a team getting along with new changes and new challenges are essential to accomplish all the objectives of businesses, to realize the continuous development of a company, as well as to develop a team of qualified staff who are skilled, with good conducts in work, and innovative.
China Mobile Gansu Company is a key large state-owned company. Since established in 1999, it has been keeping a continuous rapid developing state, its comprehensive strengths having also been greatly improved. But in the development come out some problems, among which is the weak management in a team unit. By analyzing the current situations of the team management in China Mobile Gansu Company, the author of the essay puts forward some measures for the improvement of team-unit management. The author sums up the effective team-unit management experience of the foreign telecommunication companies to expose the gaps in team-unit management structures and systems. By doing so, the authors hopes to improve the construct of systems and standardization of business behaviors. The author also puts forward some measures to strengthen and improve the construction of a team unit, its management ideologies, and its practical operation. All these are helpful for a team unit in a company to develop in a modern, standard and normalized way. They as well offer new thoughts for the telecommunication operators in China to develop and become stronger quickly, and to enhance the core abilities of the telecommunication companies in China to compete with global corporations.
The essay consists of five parts:in the first part, the author generalizes the background and significance of team unit management in the aspects of modern organization company reforms and the environment of telecommunication development etc., defining the questions to be discussed and the methods used in the essay. In the second part, the author analyzes the current situations of team unit management in Gansu Mobile Company and deeply analyzes the causes from the aspects of current organization structure, recent years'achievements and existing problems. In the third part, basing on the existing problems in Gansu Mobile Company team-unit management, the author designs some projects to improve it, at the same time defining the guidelines and general objectives for the improvement of team-unit management in Gansu Mobile Company, discussing about the necessities of improvement, general strategies and improvement principles etc. in team-unit management. The author also gives out the prospective improvement results for Gansu Mobile team-unit management from the constructs of systems, cultures and teams. In the fourth part, the author puts forward some practical strategies for the team-unit management in Gansu Mobile Company in the regulation of team-unit management system, the construct of team leaders and organization of cultural activities in a team etc.. In the fifth part, in the prospect of the practice of the team-unit improvement in Gansu Mobile Company, the author sums up the important ideological and practical significances for team-unit management in Gansu Mobile Company, even in telecommunication companies.
引文
[1]泰勒.《科学管理之父》,1911
[2]美国彼德·圣吉博士《第五项修炼：学习型组织的艺术与实践》,1990
[3]梅奥.《工业文明中的人》,1933
[4]米歇尔·哈默.《企业再造》,1993
[5]彼德·德鲁克.《管理实践》,1954
[6]罗伯特·维纳.《控制论》,1940
[7]克雷顿·奥尔德弗.《在构建组织中人类的需求：生存、相互关系和成长》(" Existence, relatedness, and growth; Human Needs in Organizational Settings"),1972, New York, Free Press,6-29。
[8]何瑛.《虚拟团队理论与案例》,2008,1
[9]梅绍祖,(美)James T. C. Teng.《流程再造：理论、方法和技术》,2004
[10]彼德·杜拉克,《杜拉克论管理》,2000
[11]戴维·布坎南,安德杰·赫钦斯盖.《组织行为学》2005
[12]John O. McClain, L. Josep h Thomas, Josep h B Mazzola.《运营管理》,2008,10
[13]H·克雷格·彼得森等著,《管理经济学》,2003,7
[14]罗伯特·马希斯,约翰·杰克逊.《人力资源管理》.2003,8
[15]龚建,《如何进行团队建设》.2004
[16]李景元,《现代企业班组长现场管理运作实务》.2004
[17]吴照云,《管理学》.2006
[18]张坚民,《现代班组建设培训教程—班组长岗位知识必读》.2004
[19]张亚琦,《基层班组长手册》.2005
[20]魏杰,《企业制度安排》.2005
[21]王瑞祥,《现代企业班组建设与管理》.2007,12
[2]美国彼德·圣吉博士《第五项修炼：学习型组织的艺术与实践》,1990
[3]梅奥.《工业文明中的人》,1933
[4]米歇尔·哈默.《企业再造》,1993
[5]彼德·德鲁克.《管理实践》,1954
[6]罗伯特·维纳.《控制论》,1940
[7]克雷顿·奥尔德弗.《在构建组织中人类的需求：生存、相互关系和成长》(" Existence, relatedness, and growth; Human Needs in Organizational Settings"),1972, New York, Free Press,6-29。
[8]何瑛.《虚拟团队理论与案例》,2008,1
[9]梅绍祖,(美)James T. C. Teng.《流程再造：理论、方法和技术》,2004
[10]彼德·杜拉克,《杜拉克论管理》,2000
[11]戴维·布坎南,安德杰·赫钦斯盖.《组织行为学》2005
[12]John O. McClain, L. Josep h Thomas, Josep h B Mazzola.《运营管理》,2008,10
[13]H·克雷格·彼得森等著,《管理经济学》,2003,7
[14]罗伯特·马希斯,约翰·杰克逊.《人力资源管理》.2003,8
[15]龚建,《如何进行团队建设》.2004
[16]李景元,《现代企业班组长现场管理运作实务》.2004
[17]吴照云,《管理学》.2006
[18]张坚民,《现代班组建设培训教程—班组长岗位知识必读》.2004
[19]张亚琦,《基层班组长手册》.2005
[20]魏杰,《企业制度安排》.2005
[21]王瑞祥,《现代企业班组建设与管理》.2007,12