2022年如何提高管理者的执行力 .pdf

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1、Delegates, staff: Hello! in the run-up to the Spring Festival, we held one sessi on of four staff representatives Conference 2013-work shop, full back in 2012, careful analysis of the current situation, discuss 2013 development plans. Here, on behalf of my company 2013 work reports to the Ge neral A

2、ssembly, for consideration. Pillar I, 2012 back in 2012, XX power companies adhere to the partys 17 great spirit for guidance, comprehensively implement the scientific concept of development, promoting cost-leadership strategy, standards, focus on implementation, lean management, continuously improv

3、e, smooth prese nt safety situation of enterprise management, business management and control scientific and standardized, and the dedication of staff, manage a harmonious a nd democratic atmosphere of the good situation. Main indicators are as follows:-the battery indicator: power generation totale

4、d 7.815 billion kWh, beyond the annual budget implementation capacity of 315 million kWh, an increase of 757 million kWh. Sales totaled 7.425 billion kWh, exceeding sales of 330 million kWh the annual Executive budget, an increase of 729 million kWh. -S ecurity measures: unplanne d outages 2.5 times

5、. No personal injury acci dent occurred, no major accident and a bove, no major fire accidents without environmental pollution accidents, safety for three consecutive years to maintain stability to good posture. Busine ss financial indi cators: total profits of 255 million Yuan, beyond the annual bu

6、dget of 207 million Yuan, beyond the Datang company index 41.89 million Yuan, an increase of 1.76 million Yuan, FCM assessment at grade four. -Energy: power supply standard coal completing 312.25 g/kWh, down 0.1 g/kWh; integrated auxiliary power consumption ratio in 5.12%, down 0.26%; pollutant emis

7、sions performance greatly reduced compared to last year, carbon 0.09 g/kWh, sulfur dioxi de 0.104 g/kWh NOx 0.512 g/kWh; dust removal efficiency of more than 99.8%. -Reliability index: equivalent availability factor in 93.47%, increased 7.95% from a year earlier. Equivalent forced outage rate 0.08%,

8、 0.16% reduction over the same period a year earlier. Major achievements: first, we should adhere to the two management system basis, strengthening technological research, strengthen hidden hazards control and intrinsic safety Enterprise construction took new steps. -The two management system for im

9、provement. Focus on promoting the power of the company management system and the application and implementation of the safety loop five-star management system, improve the safety management system, realize the system of safety control. Further regulate se curity routines, safety supervision and mana

10、gement network role to play to achieve close d-loop. Strengthening the supervision and management of habitual violation of, strengthening t he safety supervision of outsourcing contractors. Carried out in spring and autumn of security inspections, flood control and i nspection, safety production mon

11、th, day supervision of production safety and the Olympic Games and otheractivities, comprehensive and tamping Safety Foundation . Troubleshooting, management mechanism, give full play to role of technical supervision and realization of troubleshooting, management, improved proce ss management. This

12、year completed the boiler lower header leakage, boil er pressure, a major risk management, completed 29 of great risks and 3 General problems of governance. Complete chemistry lab construction, thermal control, and complete the boiler scale integrated management, host shafting vibration of 10 scient

13、ific and technological pr ojects, such as. Complete supercritical 630MW on-line simulation system development and application of circulating water MCC standby power transformation, the transformation of desulfurization waste water, the unit water supply system of comprehensive treatment and discharg

14、e valve modification of coal mill 5 key technological transformation projects, group health is improved. -S cie nce a nd technology innovation is further increased. Strengthe n the characteristics of supercritical unit major issues, gradually clearing the particularity of supercritical unit and regu

15、larity. Developed motor oil time management, switch action times, statistics, coal-aided measurement software, improves the production level of lean management. Increased investment in science and technology, reporting science a nd technology proje cts and 14 technical proje ct total cost percentage

16、 of the total annual production out put of 0.25%. Large-scale coal-fired power plant flue gas desulfurization, denitrification complete development and application of key technologies project, won the national science a nd technology progress second prize. 630MW supercritical units optimized control

17、 strategies and the 630MW development and appli cation of on-line simulation system for supercritical units, supercritical 600MW units of turbine driven boiler feed pump set of comprehensive treatment of defects Datang technology respectively one or two and third. Meanwhile, information technology a

18、chievements, the company was named China power information technology benchmarking enterprises. -Repair and maintenance has improved further. Modify the inspection standards and standards on a regular basis, standardizing work procedures, checking and inspection proje ct. Deepe ning the BFS+ system,

19、 and implements maintenance information shared. Reorganizing RB logic again, and ensure the success of the RB. Innovating the mechanism of maintenance management, implemented a project manager system. Successful completion of two autonomous maintenance , reliability improved steadily. Implementing t

20、wo c-level maintenance, project themselves 48.7% and 42.3%, respectively. Accomplish two circulating pumps repair and overhaul of four Mills, maintenance teams to get exercise. Promote the work of energy saving and consumption re ducing, complete the unit energy consumption diagnosis, pla nt water b

21、alance test, 10 energy-saving projects. Second, we shoul d adhere to three on the economic benefits of improving, outreach 如何提高管理者的执行力文/ 史华东在近两年的营销咨询服务中我们发现，不管是厂商还是代理商， 都遇到了同样的问题，一个听得令耳朵都起老茧的问题，就是如何提升团队的“执行力”？市场竞争就是优胜劣汰的自然法则，在行业增长速度减缓、 竞争加剧的市场背景下，团队很可能成为一线市场短兵相接的制胜利器。对于一个团队而言， 操盘手、管理者才是整个团队的龙头和骨架，管理

22、者的执行力直接影响了整个团队的战斗力，因此我们容纳咨询总结发现管理者的执行力成为问题的核心。那么，谁又是管理者？是总经理、运营总监、市场经理、业务经理、业务主管、门店经理，还是店长以上这些岗位，对于建材家居的代理商来说可能是最常规的管理岗位。但是，他们是业绩目标达成的关键力量，他们是不同部门和团队的管理者，销售目标与计划的制定者，计划实施的执行者，工作开展的推进者，目标达成的推动者。由此可见，管理者的执行力则是团队的核心力量。管理者的执行力执行没有力度就不能算是有执行力， 管理者如果管理的动作没有力度也不能说是有执行力的管理。管理者需要把事管好、把人管到位、把目标达成，每一件事的落实都要铿锵有

23、力。所谓管理者的执行力关键在于较真，较真是一种风格，这种风格导入到团队就形成了团队的风格。那到底什么才是较真呢？正是基于这种对建材家居代理商所面临执行力问题的理解， 以及对管理者及其执行力的认识，容纳建材家居提出了 “管理者执行力的五项修炼”：管理者执行力的五项修炼！修炼一：规划与计划的能力精选学习资料 - - - - - - - - - 名师归纳总结 - - - - - - -第 1 页，共 5 页Delegates, staff: Hello! in the run-up to the Spring Festival, we held one sessi on of four staff

24、representatives Conference 2013-work shop, full back in 2012, careful analysis of the current situation, discuss 2013 development plans. Here, on behalf of my company 2013 work reports to the Ge neral Assembly, for consideration. Pillar I, 2012 back in 2012, XX power companies adhere to the partys 1

25、7 great spirit for guidance, comprehensively implement the scientific concept of development, promoting cost-leadership strategy, standards, focus on implementation, lean management, continuously improve, smooth prese nt safety situation of enterprise management, business management and control scie

26、ntific and standardized, and the dedication of staff, manage a harmonious a nd democratic atmosphere of the good situation. Main indicators are as follow-the battery indicator: power generation totaled 7.815 billion kWh, beyond the annual budget implementation capacity of 315 million kWh, an increas

27、e of 757 million kWh. Sales totaled 7.425 billion kWh, exceeding sales of 330 million kWh the annual Executive budget, an increase of 729 million kWh. -S ecurity measures: unplanne d outages 2.5 times. No personal injury acci dent occurred, no major accident and a bove, no major fire accidents witho

28、ut environmental pollution accidents, safety for three consecutive years to maintain stability to good posture. Busine ss financial indi cators: total profits of 255 million Yuan, beyond the annual budget of 207 million Yuan, beyond the Datang company index 41.89 million Yuan, an increase of 1.76 mi

29、llion Yuan, FCM assessment at grade four. -Energy: power supply standard coal completing 312.25 g/kWh, down 0.1 g/kWh; integrated auxiliary power consumption ratio in 5.12%, down 0.26%; pollutant emissions performance greatly reduced compared to last year, carbon 0.09 g/kWh, sulfur dioxide 0.104 g/k

30、Wh NOx 0.512 g/kWh; dust removal efficiency of more than 99.8%. -Reliability index: equivalent availability factor in 93.47%, increased 7.95% from a year earlier. Equivalent forced outage rate 0.08%, 0.16% reduction over the same period a year earlier. Major achievements: first, we should adhere to

31、the two management system basis, strengthening technological research, strengthen hidden hazards control and intrinsic safety Enterprise construction took new steps. -The two management system for improvement. Focus on promoting the power of the company management system and the application and impl

32、ementation of the safety loop five-star management system, improve the safety management system, realize the system of safety control. Further regulate se curity routines, safety supervision and management network role to play to achieve close d-loop. Strengthening the supervision and management of

33、habitual violation of, strengthening the safety supervision of outsourcing contractors. Carried out in spring and autumn of security inspections, flood control and i nspection, safety production month, day supervision of production safety and the Olympic Games and otheractivities, comprehensive and

34、tamping Safety Foundation . Troubleshooting, management mechanism, give full play to role of technical supervision and realization of troubleshooting, management, improved proce ss management. This year completed the boiler lower header leakage, boil er pressure, a major risk management, completed 2

35、9 of great risks and 3 General problems of governance. Complete chemistry lab construction, thermal control, and complete the boiler scale integrated management, host shafting vibration of 10 scientific and technological pr ojects, such as. Complete supercritical 630MW on-line simulation system deve

36、lopment and application of circulati ng water MCC standby power transformation, the transformation of desulfurization waste water, the unit water supply system of comprehensive treatment and discharge valve modification of coal mill 5 key technological transformation projects, group health is improv

37、ed. -S cie nce a nd technology innovation is further increased. Strengthe n the characteristics of supercritical unit major issues, gradually clearing the particularity of supercritical unit and regularity. Developed motor oil time management, switch action times, statistics, coal-aided measurement

38、software, improves the production level of lean management. Increased investment in science and technology, reporting science a nd technology proje cts and 14 technical proje ct total cost percentage of the total annual production out put of 0.25%. Large-scale coal-fired power plant flue gas desulfu

39、rization, denitrification complete development and application of key technologies project, w on the national science a nd technology progress second prize. 630MW supercritical units optimized control strategies and the 630MW development and appli cation of on-line simulation system for supercritica

40、l units, supercritical 600MW units of turbine driven boiler feed pump set of comprehensive treatment of defects Datang technology respectively one or two and third. Meanwhile, information technology achievements, the company was named China power information technology benchmarking enterprises. -Rep

41、air and maintenance has improved further. Modify the inspection standards and standards on a regular basis, standardizing work procedures, checking and inspection proje ct. Deepening the BFS+ system, and implements maintenance information shared. Reorganizing RB logic again, and ensure the success o

42、f the RB. Innovating the mechanism of maintenance management, implemented a project manager system. Successful completion of two autonomous maintenance , reliability improved steadily. Implementing two c-level maintenance, project themselves 48.7% and 42.3%, respectively. Accomplish two circulating

43、pumps repair and overhaul of four Mills, maintenance teams to get exercise. Promote the work of energy saving and consumption re ducing, complete the unit energy consumption diagnosis, pla nt water balance test, 10 energy-saving projects. Second, we shoul d adhere to three on the economic benefits o

44、f improving, outreach规划是明确方向， 把握重点， 明确核心的工作事项； 作为管理者在自己的头脑中一定要有公司清晰的发展路线和方向，要有清晰的目标， 要有清晰的工作事件分解和安排。 当然公司发展的规划需要解决的问题包括，公司的业务模式、 人员配备和组织架构、 需要匹配的资源等内容。 这些内容是需要和公司管理团队一同讨论定下来的，在之后的规划执行过程中再进一步调整和完善。计划是工作执行落实到人、 落实到具体事、 落实到具体时间的部署安排。 计划是对工作的管理，需要有详细的工作推进计划表，包括季度计划、月度计划、每周甚至每日的工作计划。尽管总人说“计划赶不上变化快”，认为做计划

45、太繁琐，其实做计划的过程也正是思考的过程，可以对需要开展工作的深入认真的思考（包括个人的思考以及团队的头脑风暴）。先思考后行动，总比边做边思考更具前瞻性和统筹性， 工作效率会更高。 而据我们分析发现那些不愿意做计划的人往往是懒于思考，做事莽撞，缺乏统筹思维，工作效率较低，工作习惯和能力较差的人。附：工作推进计划表工作推进计划表工作类别工作块面工作内容开始时间结束时间责任人员辅助人员执行备注修炼二：目标意识说到目标意识， 很多人都会说自己肯定有目标；但如果问做任何工作， 任何时候都有很清晰的目标吗？那就不一定了。很多时候我们只是有一个模糊的目标，也就是说目标意识不够强烈。 真正有目标意识的人，知

46、道自己要什么， 要做什么，所以他们不会浪费时间， 直接干练、雷厉风行的开始了工作； 他也知道别人应该做什么， 应该做到什么层度， 会时时精选学习资料 - - - - - - - - - 名师归纳总结 - - - - - - -第 2 页，共 5 页Delegates, staff: Hello! in the run-up to the Spring Festival, we held one session of four staff representatives Conference 2013 -workshop, full back in 2012, careful analysis

47、of the current situation, discuss 2013 development plans. Here, on behalf of my company 2013 work reports to the General Assembly, for consi deration. Pillar I, 2012 back i n 2012, XX power companies adhere to the partys 17 great spirit for guidance, comprehensively implement the scientific concept

48、of development, promoting cost-leadership strategy, standards, focus on implementation, lean management, continuously improve, smooth prese nt safety situation of enterprise management, business management and control scientific and standardized, a nd the dedication of staff, manage a harmonious and

49、 democratic atmosphere of the good situation. Main indicators are as follows:-the battery indicator: power generation totaled 7.815 billion kWh, beyond the annual budget implementation capacity of 315 million kWh, an increase of 757 million kWh. Sales totaled 7.425 billion kWh, exceeding sales of 33

50、0 million kWh the annual Executive budget, an increase of 729 million kWh. -Security measures: unplanned outages 2.5 times. No personal injury accident occurred, no major accident and above, no major fire acci dents without environmental pollution acci dents, safety for three consecutive years to ma