多年来,三大运营商的经营模式均是以成本拉动收入和发展,企业投入大量资源,造成基层企业对资源投入过度依赖,资源效用未能充分发挥,收入分配以岗位定绩效,基层员工干多干少差距不大、积极性不高,内部发展动力不足。资源的稀缺性决定了企业长此以往必将走进死胡同,因此,对传统的管理体系、管理机制、管理模式进行改革,全面开展“划小”工作,建立“事前算赢”的预算管理体制已是势在必行。目前,在中国电信,“划小”工作正在紧张进行中。但据了解,“划小”工作在基层遇到了不少问题,比如概念理解不一、 Over the years, the operating modes of the three major operators all have driven their income and development at cost. Enterprises invested a large amount of resources, resulting in over-reliance on resources by grassroots enterprises, inefficient utilization of resources, and performance allocation of income to posts. There is not much difference between more and less, less enthusiasm and less motivation for internal development. The scarcity of resources determines that the enterprise will inevitably end up in a dead-end situation for a long time. Therefore, it is necessary to reform the traditional management system, management mechanism and management mode and fully implement the “small budget” work to establish a budget Management system is imperative. At present, in China Telecom, “planning small ” work is underway. However, it is understood that “planning small ” work at the grassroots level encountered many problems, such as the concept of different understanding,