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近年来,面临着长期、严峻、复杂的深化改革、市场经济和外部竞争环境考验,部分国有特大型建筑企业先后在工程项目管理上实施精细化管理取得显著成效后,开始向机关管理延展深化,以解决总部机关管理主体工作作风、工作效能和管理体系中“岗位、流程、标准、制度、考核”等管理因素中存在的与新常态、新任务、新要求不相适应的问题,全面提高总部机关领导、谋划、推进、落实企业全面深化改革的能力和水平。
In recent years, faced with long-term, severe and complex reforms in deepening reform, the market economy and the external competition environment, some state-owned large construction enterprises successively made great achievements in implementing fine management of project management and began to deepen the management of the department. In order to solve the problems of management style, work efficiency and management system of the main body of the headquarter, which are incompatible with the new normal, new tasks and new requirements in the management factors such as “posts, processes, standards, systems, examinations” We must improve the leadership of the headquarter organs, plan and promote the implementation of the capability and level of enterprises in deepening the reform in an all-round way.