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陕西汉中供电公司(简称汉中公司)合理构建了与生产、营销和服务紧密结合的班组管理组织体系,切实将班组建设融入到企业生产经营活动中,通过“四抓”形成了班组建设的长效机制。班组建设“四大体系”是一个系统的有机整体。责任体系解决班组建设“谁来干”的问题,突出分级管理;评价体系解决班组建设“干什么、怎么干”的问题,突出统一规范;对标体系解决班组建设夯实基础管理问题,突出核心业务提升;考评体系解决班组建设闭环管理问题,突出激励机制。
Shaanxi Hanzhong Power Supply Company (hereinafter referred to as Hanzhong Company) reasonably constructed a team management system closely integrated with production, marketing and service to effectively integrate the team management into the production and operation activities of the enterprise and formed the team building through “four grasps” Long-term mechanism. Team building “four systems ” is a systematic organic whole. Responsibility system to solve the problem of team building “Who will do ”, highlighting the hierarchical management; evaluation system to solve the problem of “team building”, “what to do, how to do”, highlighting the unified norms; standard system to solve the problem of building team management, Highlighting the core business improvement; appraisal system to solve the problem of closed-loop management of team construction, highlighting the incentive mechanism.