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背景案例:我所在的公司创建于1995年,是国内某大学的校办企业,属于建筑生产行业。很长一段时间以来,公司一直处于混乱的管理状态,连文本化的管理制度都一直没有建立起来,平时只是随领导们口头上说得算。在我们公司,领导一直有一种看法,那就是建筑生产企业员工整体素质不高,因此,领导认为对员工的培养、培训没有多大意义,所以公司从来没有组织员工培训过,就连正式的会议沟通都很少。虽然说老总只看重最终结果,但公司却没有正式的奖
Case Background: My company was founded in 1995, is a university-run enterprises in China, belonging to the construction industry. For a long time, the company has been in chaos management, even the text of the management system has not been established, usually only with the leaders verbally justified. In our company, leaders always have the opinion that the overall quality of employees in construction and manufacturing enterprises is not high. Therefore, the leaders think that there is not much significance in training and training employees. Therefore, the company never organized employee training and even formal conference communication Very few. Although executives only value the final result, but the company has no formal award