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1/49中层管理(述职报告)(精选8篇)在经济发展迅速的今天,报告不再是罕见的东西,报告中提到的所有信息应该是准确无误的。写报告的时候需要注意什么呢?有哪些格式需要注意呢?下面是网友为大家分享的“中层管理(述职报告)(精选8篇)”,希望大家可以喜欢。中层管理述职报告【第一篇】省分公司领导、各部门领导:20xx年即将过去了,回顾在吉林联通工作的几年,我感到公司的管理水平在不断提高,业务在迅速发展,新的技术层出不穷,竞争优势在不断扩大。为适应公司发展的需要,20xx年我部门根据总部文件,抓紧进行mss项目建设工作。下面,就这几年的工作情况,我做一个概要的汇报。1.技术管理工作在吉林联通省分公司负责的技术工作主要情况如下:120xx年,负责数据机房的搬迁。当时情况很复杂,设备、电源(包括ups电源)、线缆(信号、信令、语音)等种类繁多,如果不是对技术、业务和工程把握得较好,搬迁的费用、周期、质量都难以保障。在这种情况下,我经过认真、缜密的分析和周密的工作安排,经过两周的准备工作,在我和同事们的共同努力下,用4个小时准确无误地完成了数据机房搬迁任2/49务,保证了工程质量。搬迁费用也由原来设计的69万减少到16万。在此期间,我从头到尾一直坚守在搬迁现场。该工程是第一个数据机房整体搬迁成功案例,成为全国的样板工程。220xx年,在我负责的长春市内骨干网络改造工作中,原来设计的交换机房有一段63米的2.5gb/s的sdh传输。经过分析,我认为这一段网络结构不合理,无形增加了一个传输故障点,不利于今后网络维护和运行。在我主持下,通过在两侧的通信楼之间打3个电缆漕道的方式,直接将交换设备与传输2mb/s接口用电缆连接起来。这样减少了2.5gb/s的sdh传输分接/复接设备,节约了工程投资,给维护和服务质量的提高带来了极大的便利。2.部门管理工作20xx年至20xx年3月,我负责数据部的工作。在这段工作期间,我带领部门的同志,每年都如期超额完成总部下达的计划任务,在数据部工作期间得到总部的3个锦旗,强调部门同事之间的团结,部门员工们树立了高度的责任感和使命感,促进了省分数据业务的发展。20xx年3月,根据工作需要,公司调任我担任增值业务部经理。在我上任的时候,短信业务的投诉,一直是省分非常关注的问题。当时的短信业务投诉高达6,000次/月。每次有关的经营分析会都会提到这个问题。我知道这个情况后,立即着手处理。经过分析,我采用了“投诉取样、问题分类、抓住重点、3/49逐个解决”的工作方针。经过一段时间的努力,迅速将6,000次/月的用户投诉降低到600次/月。同时,短信业务量也迅速攀升。服务质量的提高,促进了业务发展。在担任增值业务部经理期间,我还负责gpsone定位工程项目。同样的项目,邻省的黑龙江分公司,每个地市都建立了一个定位基准站,每一个站耗资1万元。经过对我省实际情况及定位工程项目分析,我提出了我省的建设方案。在此方案的指导下,我省只需建设4个点,每站4,000元。这样,我们只用了16,000元就完成了定位工程项目中的基准站建设任务,为项目建设节约可观的工程投资。20xx年5月,我调入信息化管理办公室,任经理职务,负责组织建设mss项目。在做这个项目的时候,根据我从事电信工作多年的经验和具体主抓“九七工程”的工作经验,我着重做了以下几项工作。1.总部项目规划和技术规范的掌握与落实;2.试点单位的学习与调研;3.吉林省分工作现状和需求的规划;4.技术交流与项目进度落实。技术交流中,包括与国内、外从事这个领域的知名公司的交流(如ibm、sap、kt和skt等),借鉴他们的经验,吸收有用的成分。经过上述工作,在领导的支持与同事们的配合下,吉林省mss工作由原来起步最晚,已达到目前全国居中的水平。工作中,我深切地理解到,这个项目的重要性在于它是企4/49业信息化的“牵头”项目,因此,应用是最重要的环节。1.我们的建设目标,是开始信息整合,不是继续建设信息孤岛。国内、外电信运营公司的应用,可以借鉴,因为他们有相对较深的技术积累与相对比较厚实的沉淀;2.利用厂家信息,整合所奠定的基础,制定切实可行的省分应用需求;3.作为个人工作台,体现个性化/人性化的风格;4.为开拓新的需求奠定基础,满足uni-it架构的需求;5.通过合作,不增加成本;在目前省分mss项目建设方面,我们一直希望尽快摆脱落后被动的局面。但是,我们又切忌工作的盲目性,要强调项目的规划性,发挥“后发优势”,达到“后来居上”的目标。因此,我们要做到:准确的理解与把握总部的意图,加大贯彻执行力度;借鉴国内外先进经验,指导我们今后项目实施的工作,特别是提高我们的工作起点,宏观把握全局;以mss项目建设为契机,实现企业信息化及奠定信息整合工作的基础。我们不是孤立地看待这个项目,而是理解到现代企业的竞争,就是在效率,就是在管理上的竞争,从根本上讲,就是在信息化方面的竞争。企业信息化,就是要实现企业在信息层面的整合。我认为:a)部分省分试点工作的经验有很好的指导与借鉴意义,应5/49该参考,但不能照搬。mss不是简单地完成oa,或扩展其功能,而是实施企业信息化战略任务的开始;b)目前入围厂家的产品或多或少存在一些缺陷。通过与国外有关公司交流后,发现我们近期和将来的需求,国内兄弟单位没有实现,但经过努力,我公司具备实现的能力。如i.在实现和满足总部规范的基础上,我们提出具有吉林省分特点的需求,包括1.在产品的交互性,人性化方面,应该实现人与计算机管理系统的互动性。一方面是系统的严格管理,一方面是人与系统的交互。这些在工作任务的提示,人对系统的设置都要充分体现。如在公文的安全性(认证方式)、执行时限、分发与管理,对资源的使用与管理(车辆、会议室等等)方面;2.联通公司的优势之一就是移动通信资源丰富,业务综合。如移动办公室(mobileoffice)功能,将联通现有的终端设备与业务功能与网络资源很好地结合,用好用活;3.网络环境的利用与联动,如在公司的局郁网上开视频会议(lanvideoconference)。再如,在查阅到对方联系电话号码后,直接在计算机上拨出,然后摘机会话。上述这些功能,国内厂家一般都没有。而我们有现成的资源,甚至国外有成熟的经验。ii.除此以外,与国外厂家合作,一些成熟的技术和经验都可以借鉴,如1.在对企业信息的规划方面;6/492.在对企业信息的综合利用、挖掘与管理方面;3.在制定企业信息化的工作目标方面。比较高的目标与境界是建设成企业“神经系统”,整体地应对市场的竞争与企业的目标随着企业信息化工作的不断深入,电信企业有必要更深入地介入到对项目的设计、实施的管理,直至对项目开发的.组织中去。iii.无论是宏观地看mss项目,企业信息的整合,还是微观地看oa系统,就项目而言,虽然项目有阶段性,但更具连续性。因此可以说,这是一项只有起点,没有终点的工作。为了搞好对mss项目实施的管理,这里我们建议,这次的mss项目由我们自己来承担,具体做法是a)总体上,由我们自己来掌握与控制mss项目。在项目管理的组织机构下,成立项目组;b)在项目设计阶段,严格把关,选好合作伙伴拿出真正对项目建设有指导意义的设计,避免过去项目设计工作“流于形式”的状况。c)在项目实施阶段,自己有能力承担的部分,尽量自己承担下来;自己暂时还不具备能力承担的部分可以采取人员招聘与队伍培养方式。以单位可以接受的方式,选取在计算机网络与软件开发有一定实践经验,遵守纪律,工作态度端正,职业操守良好的年轻人才进行培养。逐渐加大在今后项目开发中,单位员工参与开发的能力。7/49最后,我认为如果继续让我负责mss项目,在前段工作的基础上,我有信心,拿出全国最优秀的项目成果。我决心,在吉林省分继续工作的日子里,继续发扬勤勤恳恳、兢兢业业的一贯工作作风,再创佳绩,再攀高峰,为省分进入总部的先进行列发挥一名老同志的作用,做出新的贡献中层管理述职报告【第二篇】�������������������ï¸ï¿½ï¿½ï¿½ñ��ö´ï¿½ð¾æµï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½æ¶è£ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¾æµï¿½ï¿½ï¿½ï¿½ï¿½å¼ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½åµï¿½ï¿½ìµ¼ï¿½ï¿½í¬ï¿½â£ï¿½ï¿½ï¿½ï¿½õ¼ï¿½ê±ï¿½ô£ï¿½ï¿½ï¿½ï¿½ï¿½ô£ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ô£ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ôµï¿½ô��è«ï¿½ï¿½ï¿½ï¿½õ¹ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½õ³ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½8/49æ·¶ô±ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½é»ï¿½ï¿½ãµ½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ä¿ï¿½ô½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ñ§ï¿½ï¿½ï¿½ë¹ï¿½ï¿½ï¿½öªê¶ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ë¹ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½é£¬í¬ê±ò²ï¿½ï¿½ï¿½ï¿½ï¿½ë¹ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ä¸ï¿½ï¿½ï¿½ï¿½ô¡ï¿½ï¿½ï¿½ò²ï¿½ï¿½ï¿½ï¿½ò»ð©ï¿½ï¿½ï¿½â£ºï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½æµï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ä²ï¿½ï¿½ãµ¼ï¿½â²ï¿½ï¿½ï¿½è«ï¿½ö¿ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½å£¬ó°ï¿½ï¿½ï¿½ë²ï¿½ï¿½ï¿½ï¿½õ³ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ë³ï¿½ï¿½ï¿½ï¿½ï¿½ð¡ï¿½ï¿½ï¿½ï¿½ð¶èºï¿½ï¿½ï¿½ï¿½èµä²ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½è°ï¿½ï¿½í»ï¿½ï¿½ï¿½â¼ï¿½ï¿½ï¿½ï¿½ï¿½ê±ï¿½ï¿½ï¿½ï9/49¿½ð§ï¿½ä´ï¿½ï¿½ï¿½ï¿½ï¿½ö»ï¿½ð¹ï¿½ï¿½ï¿½ï¿½ä²ï¿½ï¿½ã£¬ã»ï¿½ï¿½ô±ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ä²ï¿½ï¿½ã¡ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ë¿ï¿½ï¿½ï¿½îªï¿½ï¿½ï¿½ï¿½ï¿½ï¿½òµï¿½ï¿½ï¿½ïµï¿½ï¿½ï¿½ï¿½ï¿½êµï¿½í»ï¿½ï¿½ï¿½î¬ï¿½ï¿½ï¿½å²»ï¿½ý´ç¡ï¿½ï¿½ë¿í»ï¿½ï¿½ï¿½ï¿½ï¿½ï¢ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ç²ï¿½ï¿½ï¿½ï¿½ä£ï¿½ö»ï¿½ð²ï¿½ï¿½ï¿½ï¿½ñ¼ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ë¿ï¿½ï¿½ï¿½ð§ï¿½ï¿½ï¢ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ê±ï¿½ï¿½ð§ï¿½ï¿½ïµï¿½ë¿í²ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½×¡ï¿½ë¿í£ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½æµï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ôºí¸ï¿½ï10/49¿½ô»ï¿½ï¿½ï¿½ö¤ï¿½ï¿½ï¿½ï¿½ñµï¿½ï¿½ï¿½ï¿½ï¿½ô¡ï¿½ö»ï¿½ð¶ô²ï¿½ï¿½ï·ï¿½ï¿½ö¹ë¿ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ô±ï¿½ï¿½ï¿½ä¹ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½â£¬ç¿ï¿½ï¿½ô±ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ê¶ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ô±ï¿½ï¿½ï¿½ï¿½ê±ï¿½ï¿½è¡ï¿½ï¿½ñµï¿½ï¿½ê©ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½å»ï¿½ï¿½ï¿½ß·ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½ï¿½
本文标题:中层管理(述职报告)(精选8篇)
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