论文部分内容阅读
2012年,辽宁省电力有限公司进入国家电网公司“五大”体系建设试点单位行列,在年内要全面完成“五大”体系建设。针对新形势、新情况,如何有效实施培训,对辽电高培中心而言,是能否适应省公司发展、能否适应“五大”体系要求的又一次重大考验。一、实施“五大”体系建设,是辽宁公司再创辉煌业绩的必然选择2009年底,国家电网公司提出了“五大”体系建设的构想,这是国网公司实现以特高压输电为代表的技术创新之后,推动国家电网公司真正实现从传统企业向现代企业战略转型的、事关全局的一次重大管理创新变革。在进入“十二五”发展的关键时期,国网公司推出“五大”体系建设,在公司管理模式、业务流程、思想观念、行为习惯和企业文化等几
In 2012, Liaoning Provincial Electric Power Co., Ltd. entered the ranks of the State Grid Corporation of China and the Pilot System for the Construction of the “Big Five” System. During the year, we will fully complete the construction of the “Big Five” system. In view of the new situation and new situation, how to effectively implement the training is another major test to accommodate the development of provincial companies and whether they can meet the requirements of the “Big Five” system. First, the implementation of “five ” The system is an inevitable choice for another brilliant performance of Liaoning companies By the end of 2009, the State Grid Corporation put forward the “five ” system construction concept, After the representative of technological innovation, to promote the national grid company to truly shift from the traditional business strategy to the modern enterprise, related to the overall situation of a major management innovation and change. During the critical period of “Twelfth Five-Year Plan”, State Grid Corporation launched the “Five Big Systems” construction. In terms of company management mode, business process, ideology and concept, behavioral habits and corporate culture