论文部分内容阅读
2013年7月启动全面创先以来,临沧供电局深度承接省公司创先工作体系,以项目化管理工具和方法组建了“1+4+1”创先项目管理核心团队,利用周集中、月例会,月、季创先计划督办共同推进等方式,推行创先协同管理和全员参与工作机制。经过2年的摸索,创先工作已经逐步走上正轨,指标进步成效明显,但由于基础较差,和系统内先进单位相比仍存在不小差距,创先任务依然十分艰巨。一直以来,临沧供电局高度重视党员干部队伍作风建设,总体情况积极向好,但也存在一些问
Starting in July 2013, Lincang Power Supply Bureau has taken on the pioneering work system of provincial company and set up “1 + 4 + 1” "project management core team with project management tools and methods. Centralization, monthly meetings, monthly, quarterly plans to supervise the implementation of common planning and other means, the implementation of a collaborative management and full participation of the working mechanism. After two years of exploration, the pioneering work has gradually taken the right track and the progress of the indicators has achieved remarkable results. However, due to the poor foundation, there is still not a big gap compared with the advanced units in the system and the tasks ahead of others are still arduous. All along, Lincang Power Supply Bureau attaches great importance to the party members and cadres team construction, the overall situation is positive, but there are also some questions