摘要
目前相对国网公司的"大营销"运作模式,做为营销工作中的基础——抄核收业务,更需要优化管理流程,突出过程控制和层级监督,改变各大经济指标的实现靠政令层层下达,信息层层传递的被动局面。将管理重点下移,实现从"职能分割型管理"向"流程协同化管理"地转变,以流程管理提升抄核收业务管理能力,建立抄表、核算、收费等各部门"流程清晰、指标精细、职责明确、协同高效"的管理模式,为"大营销"的实施奠定坚实的基础。
In the Big Marketing operation mode, reading-check-billing service of state grid company as the foundation of marketing needs to optimize management process, emphasize process control and hierarchical supervision, and change the passive situation of muhi- level assignment and multi-level transmission. We should change key management points, such as changing from Functional Division Based Management to Process-collaborative Management, enhancing reading-check-billing service management by optimizing process management, building the management model of clear process, fine index, and specific responsibility and efficient collaboration among the department of reading, check and billing, laving foundation for the imolementation of Bi~ Marketin~ mode.
出处
《价值工程》
2013年第33期135-136,共2页
Value Engineering
关键词
流程
协同化管理
工作标准
指标化
绩效考评
常态化
process
collaborative management
work standards, indexation
performance evaluation
normalization