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我司是一家国企改制企业,2012年完成股权转让,但真正实现市场化管理也是2013年-2014年的事情,这个阶段,架构调整,人员变动,“改变”成为这一年度的主题。针对目前公司管理中出现的一些想法,针对部分员工对于公司的发展给予的合理建议,本文给予了回复,特别是在组织架构与项目管理办法的关系给予了梳理和探讨。本文再根据公司的现状对于团队建设、制度建设、发展策略、企业文化提出了自己的主张。
Our company is a state-owned enterprise restructuring the enterprise, completed the equity transfer in 2012, but the real market-oriented management is also 2013-2014 things, this stage, structural adjustment, personnel changes, “change ” become the subject of this year. In response to some of the ideas emerging in the management of the company, this article gives a response to the reasonable suggestions made by some employees on the development of the company. In particular, the relationship between the organizational structure and the project management methods is reviewed and discussed. Based on the current situation of the company, this article puts forward my own opinions on team building, system construction, development strategy and corporate culture.