發(fā)布時間：2018-04-21 15:59

  本文選題：班組活力文化 + PDCA循環(huán)��； 參考：《華北電力大學(xué)(北京)》2017年碩士論文

【摘要】：企業(yè)文化是企業(yè)的靈魂和精神支柱,是企業(yè)管理科學(xué)理論與管理哲學(xué)理念的有機(jī)結(jié)合。近年來,企業(yè)文化在企業(yè)中的導(dǎo)向、凝聚、激勵、規(guī)范作用發(fā)揮的越來越明顯。班組活力文化是以班組為主體,在統(tǒng)一的企業(yè)文化理念指導(dǎo)下形成的基層文化,是企業(yè)文化的重要組成部分,是企業(yè)文化在基層落地的具體體現(xiàn)。但是在班組活力文化建設(shè)的推廣過程中,也逐漸發(fā)現(xiàn)一些問題,班組活力文化建設(shè)現(xiàn)狀發(fā)展緩慢,開始進(jìn)入停滯狀態(tài)。供電公司班組活力文化建設(shè)如何長期堅(jiān)持下去并不斷深入、取得實(shí)效,成為目前公司企業(yè)文化建設(shè)中的一道難題。本文闡述了公司班組活力文化建設(shè)中激發(fā)班組的“五大活力”,即管理的活力、班組團(tuán)隊(duì)的活力、班組長的活力、班組員工的活力和指導(dǎo)的活力。針對這五項(xiàng)基本內(nèi)容提出來班組活力文化建設(shè)的五個定性目標(biāo);論述了班組活力文化建設(shè)的原則,并提出了班組活力文化建設(shè)的五種方法,最后基于PDCA循環(huán)管理法則,提出了班組活力文化建設(shè)的基本流程。通過問卷調(diào)查的方式對諸暨供電公司班組活力文化建設(shè)活力狀態(tài)現(xiàn)狀進(jìn)行診斷分析。分別得到激發(fā)管理活力、團(tuán)隊(duì)活力、班組長活力、員工活力和指導(dǎo)活力的方案。針對如何激發(fā)這五種活力提出了具體實(shí)踐措施。尋找班組內(nèi)部的“活力種子”和“短板因素”,激發(fā)班組管理活力。通過建立和開展“三類”員工定期約談制度,試點(diǎn)擴(kuò)大班組月度獎金分配基數(shù)等措施可以增強(qiáng)班組團(tuán)隊(duì)活力。逐步開展班組長競聘上崗制,并采取任期目標(biāo)承諾,激發(fā)班組長活力。激發(fā)員工活力的重要方法是加強(qiáng)對一線員工職業(yè)發(fā)展的輔導(dǎo),建立崗位危機(jī)機(jī)制等。明確班組管理的職能部門,減少多頭指揮和多頭管理的現(xiàn)象是激發(fā)職能部門指導(dǎo)活力的重要措施。最后闡述了模糊層次分析法的理論和基本步驟,并運(yùn)用此方法對班組活力文化建設(shè)措施的效果進(jìn)行了定量化研究,研究結(jié)果表明本文采取的建設(shè)措施效果良好,同時定量分析的數(shù)據(jù)表明本文采取的建設(shè)措施是可行的,有效的。
[Abstract]:Corporate culture is the soul and spiritual pillar of an enterprise and an organic combination of the scientific theory of enterprise management and the philosophy of management. In recent years, corporate culture plays a more and more obvious role in guiding, condensing, motivating and standardizing in enterprises. The dynamic culture of shift and group is a basic level culture formed under the guidance of the unified corporate culture concept. It is an important part of the corporate culture and a concrete embodiment of the corporate culture falling to the ground at the grass-roots level. However, in the process of promoting the construction of the dynamic culture of the class and group, some problems have been found gradually. The current situation of the construction of the dynamic culture of the group is slow to develop, and it begins to stagnate. How to persist and deepen the construction of dynamic culture in power supply company for a long time has become a difficult problem in the construction of corporate culture. This paper expounds the "five vital activities" in the construction of the dynamic culture of the company's teams and groups, that is, the vitality of the management, the vitality of the team members, the vitality of the group leaders, the vitality of the team members and the vitality of the guidance. In view of these five basic contents, this paper puts forward five qualitative objectives of the construction of the dynamic culture of the shift and group, discusses the principles of the construction of the dynamic culture of the shift and group, and puts forward five methods for the construction of the dynamic culture of the shift and group. Finally, it bases on the PDCA cyclic management principle. Put forward the basic process of the construction of team vitality culture. Through the way of questionnaire investigation, this paper makes a diagnosis and analysis on the dynamic state of the construction of the dynamic culture of Zhuji Power supply Company. Programs that stimulate management vitality, team spirit, team leader vigor, employee vigor and guidance vigor are obtained. This paper puts forward some practical measures on how to stimulate these five kinds of vitality. Look for the "vigor seed" and "short board factor" to stimulate the team management vigor. Through the establishment and implementation of the "three types" regular employee interview system and the pilot expansion of the monthly bonus distribution base of the shift group, the team vitality can be enhanced. Step-by-step development of team leader recruitment system, and take the tenure target commitment, stimulate team leader vitality. The important ways to stimulate staff vitality are to strengthen the guidance for the career development of frontline staff and to establish the post crisis mechanism and so on. It is an important measure to make clear the functional department of shift management and reduce the phenomenon of long command and long management. In the end, the theory and basic steps of fuzzy analytic hierarchy process (FAHP) are expounded, and the effects of the measures of dynamic culture construction of teams and groups are quantitatively studied by using this method. The results show that the construction measures adopted in this paper have a good effect. At the same time, the quantitative analysis data show that the construction measures taken in this paper are feasible and effective.
【學(xué)位授予單位】：華北電力大學(xué)(北京)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.61;F272.92;F270

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本文編號：1783117