發(fā)布時(shí)間：2018-12-10 08:07

【摘要】：汽車產(chǎn)業(yè)以其產(chǎn)業(yè)鏈長(zhǎng)、關(guān)聯(lián)度高、就業(yè)面廣、消費(fèi)拉動(dòng)大的特點(diǎn),在國(guó)民經(jīng)濟(jì)和社會(huì)發(fā)展中發(fā)揮著重要作用,是一個(gè)國(guó)家和地區(qū)工業(yè)水平和經(jīng)濟(jì)水平的重要標(biāo)志,已成為國(guó)民經(jīng)濟(jì)重要的支柱產(chǎn)業(yè)。南京汽車集團(tuán)有限公司(以下簡(jiǎn)稱南汽)作為國(guó)有汽車制造企業(yè),有著近70年的歷史。南汽當(dāng)前正全面落實(shí)國(guó)家自主創(chuàng)新戰(zhàn)略,以振興中國(guó)自主汽車工業(yè)為己任,全力以赴地推進(jìn)自主品牌建設(shè),謀求企業(yè)更好、更快地發(fā)展。制定綱舉目張,目標(biāo)清晰、結(jié)構(gòu)合理、指標(biāo)明確的公司年度工作目標(biāo),打造積極向上、注重全員參與、強(qiáng)化剛性執(zhí)行、推動(dòng)持續(xù)改進(jìn)、激發(fā)員工成就感的年度目標(biāo)管理高效推進(jìn)體系,是突破管理困境、提升年度經(jīng)營(yíng)績(jī)效的重要抓手。論文首先運(yùn)用目標(biāo)設(shè)置理論、流程再造理論等,對(duì)公司年度目標(biāo)管理運(yùn)行中,存在的引導(dǎo)性不強(qiáng),結(jié)構(gòu)不合理,執(zhí)行不到位,資源配置不足,績(jī)效考核效果差,缺乏持續(xù)改進(jìn)機(jī)制,數(shù)字化、信息化手段運(yùn)用不充分等問(wèn)題進(jìn)行分析和研究。然后,結(jié)合同行業(yè)企業(yè)管理實(shí)踐經(jīng)驗(yàn),對(duì)公司年度目標(biāo)管理的各方面予以改進(jìn),重點(diǎn)包括：重新梳理并構(gòu)建出年度目標(biāo)管理核心架構(gòu),即經(jīng)營(yíng)、產(chǎn)品、安全、質(zhì)量、效率、團(tuán)隊(duì)六個(gè)關(guān)鍵范疇,建立量化的指標(biāo)體系與考核標(biāo)準(zhǔn),進(jìn)行組織機(jī)構(gòu)職能相應(yīng)調(diào)整,重新擬定業(yè)務(wù)流程,開(kāi)發(fā)年度目標(biāo)信息管理系統(tǒng)等；從搭建推進(jìn)領(lǐng)導(dǎo)小組、人力資源優(yōu)化配置、后續(xù)持續(xù)改進(jìn)等方面提出了實(shí)施保障辦法,形成一套適合公司管理需要的完善的年度目標(biāo)管理模式�；谏鲜鼍C合方案,論文強(qiáng)調(diào)標(biāo)準(zhǔn)化、目視化、數(shù)字化、PDCA等管理方法的運(yùn)用,確保方案從調(diào)研、推進(jìn)、考核及自我持續(xù)改進(jìn)等方面得到貫徹落實(shí)。從頂層設(shè)計(jì)和實(shí)際操作層面來(lái)看,打造了一套強(qiáng)化目標(biāo)引領(lǐng),體系設(shè)置更加科學(xué),指標(biāo)標(biāo)準(zhǔn)更加合理,運(yùn)行效率更加高效,績(jī)效運(yùn)用更加充分,支持體系更加完善的,能夠促進(jìn)組織持續(xù)改進(jìn)的指標(biāo)化管理體系和支持高效決策的年度目標(biāo)管理實(shí)施方案,將全面提高管理質(zhì)量和運(yùn)行效能,實(shí)現(xiàn)公司體系競(jìng)爭(zhēng)力的整體提升。本文研究所得到的公司年度目標(biāo)管理模式優(yōu)化方案,旨在實(shí)現(xiàn)管理的規(guī)范化、標(biāo)準(zhǔn)化、精細(xì)化,并在此基礎(chǔ)上形成高效的運(yùn)營(yíng)機(jī)制,為南汽的長(zhǎng)遠(yuǎn)、健康的發(fā)展提供必要的管理理論支撐和實(shí)際操作方案。
[Abstract]:The automobile industry, with its long industrial chain, high correlation, wide employment and large consumption pull, plays an important role in the development of national economy and society, and is an important symbol of the industrial level and economic level of a country or region. Has become an important pillar industry of the national economy. Nanjing Automobile Group Co., Ltd (hereinafter referred to as NAC) as a state-owned automobile manufacturing enterprise, has a history of nearly 70 years. NAC is fully implementing the national independent innovation strategy, to revitalize China's independent automobile industry as its own responsibility, to go all out to promote the building of independent brands, and to seek better and faster development of enterprises. To formulate the company's annual work objectives with clear objectives, reasonable structure and clear targets, to create positive and progressive work, to pay attention to the participation of all personnel, to strengthen rigid execution, and to promote continuous improvement, The annual goal management system, which stimulates the employee's sense of achievement, is an important way to break through the management dilemma and improve the annual management performance. First of all, using the theory of goal setting and process reengineering, the paper has not strong guidance, unreasonable structure, improper execution, insufficient allocation of resources and poor performance appraisal in the annual objective management of the company. Lack of continuous improvement mechanism, digitization, inadequate use of information technology to analyze and research. Then, combining with the practical experience of enterprise management in the same industry, the paper improves the aspects of the company's annual objective management, including: rearranging and constructing the core structure of the annual objective management, that is, management, product, safety, quality, efficiency, etc. In the six key categories of the team, we should establish the quantitative index system and the assessment standard, adjust the functions of the organization, reformulate the business process, and develop the annual target information management system. From the aspects of setting up the leading group, optimizing the allocation of human resources and continuing improvement, the paper puts forward the implementation guarantee method, and forms a set of perfect annual target management mode which is suitable for the needs of the management of the company. Based on the above comprehensive scheme, the paper emphasizes the application of management methods such as standardization, visualization, digitization, PDCA and so on, to ensure the implementation of the scheme from the aspects of research, promotion, assessment and self-sustainable improvement. From the top level design and the actual operation level, has created a set of strengthened goal leading, the system setting is more scientific, the index standard is more reasonable, the running efficiency is more efficient, the performance application is more fully, the support system is more perfect, The index management system which can promote the continuous improvement of the organization and the annual target management implementation scheme which can support efficient decision-making will improve the management quality and operational efficiency in an all-round way and realize the overall improvement of the competitiveness of the company system. This paper studies the optimization scheme of the company's annual objective management mode, which aims to realize the standardization, standardization and refinement of the management, and on this basis to form an efficient operation mechanism for the long run of NAC. The healthy development provides the necessary management theory support and the practical operation plan.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F426.471;F273

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本文編號(hào)：2370259