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2013年,是以创先为载体,推动基础管理再上新台阶的攻坚之年。是怒江供电公司的“战略落实年、创先攻坚年、作风改进年、管理提升年”。当前及今后一段时期,公司必须紧紧围绕创先工作,以守牢底线为目标、体系建设为平台、降本增效和提升客户满意度为核心、设备管理为重点、班组建设为突破口,聚焦战略核心指标,完善组织绩效考核措施,强化组织绩效管理对创先工作的支持促进力度,提升五大核心能力,实现战略落地,促进管理提升。
In 2013, it was a crucial year for the founding first carrier to promote basic management to a new level. Is Nujiang Power Supply Company “strategy to implement the year, hit the first attack, work style improvement year, management promotion year ”. At present and for a period of time to come, the company must focus on the pioneering work, keep the bottom line as the goal, build the system as a platform, reduce costs and increase efficiency and enhance customer satisfaction as the core, equipment management as the focus, team building as a breakthrough point, focus Strategic core indicators, improve organizational performance appraisal measures, strengthen organizational performance management to support the creation of the first job to promote efforts to enhance the five core capabilities, to achieve strategic landing, and promote management to enhance.