Rationalization of the business unit proposal example

The rationalization proposal activity is to encourage the majority of employees to participate in enterprise management, promote the construction of enterprise democratic management is an important content. Below I have organized some utility unit suggestions Model Essay, I hope it can help you.

Suggestions for Business Units Article 1: Suggestions for Improving the Level of Human Resource Management in Business Units

[Abstract] The advent of the era of knowledge-based economy determines the degree of dependence on human resources for socio-economic development. The quality of human resources affects the development of the institutions in the institutions which are financed by the state treasury and not economically accounted for. Article The current situation of human resource management in China's institutions is analyzed, and relevant suggestions are made on how to improve the level of human resource management in institutions.

[Keywords] institutions; human resource management; talent training; performance appraisal

1 China's human resource management level of the current situation of institutions

11 management concepts are backward, human resource management is not emphasized

At present, most of China's institutions are still to follow the requirements of the higher authorities to carry out the work of the traditional personnel management concept, the work carried out lack of relevance and scientific research. The work carried out by the lack of relevance and scientific, human resources management effect is poor; by the long-term stability of the characteristics of the constraints of the institution, the staff of the unit of human thought so that employees lack of competitive awareness, personal and unit are difficult to get the development of the institution of human resources management is not enough to understand the human resources management, human resources management awareness has not been established, ignoring the promotion of the personality of the staff and respect. It is also under the influence of this traditional wrong ideas, resulting in institutions, although it has been emphasized that the reform, but has not been a substantial breakthrough progress.

12 human resources development and training is not in place

In order to truly realize the full utilization of human resources, institutions must do a good job of human resources development, increase training efforts, maximize the development and improvement of potential skills and advantages of employees, to achieve the full utilization of talent. However, China's current situation of human resources development in institutions is not optimistic. Mainly reflected in: first, the introduction of talent is still subject to identity, channel and other related policy constraints, a lot of high-quality talent is forced to lose; second, seniority is still the most important staff promotion channels. Excessive emphasis on seniority will seriously dampen the enthusiasm of employees, work performance is difficult to improve, but also some young and talented managers or technical staff will be forced to bury, missed opportunities for development; Third, the lack of systematic training management mechanism. At present, most of the training content carried out by the institutions belongs to the superior arrangements, and the work of the linkage is not strong political theory content. This kind of training courses disconnected from the organization's development strategy, the lack of long-term planning, so most of the form, difficult to achieve the original intention of the training; Fourth, not enough to tap the talent. Utilities in the development of talent in the process and can not form an all-round understanding of the skills and advantages they have, coupled with the lack of targeted training and development of talent, ultimately leading to the professional skills and advantages of certain talents are ignored, causing losses to the utility.

13 lack of systematic and effective performance appraisal system

In the institutions, can not correctly understand the performance appraisal, too much emphasis on business capacity and ignore the performance appraisal; the assessment content is not clear, the assessment form is too simple, do not pay attention to the human resources assessment; failed to standardize the analysis of the position; the results of the performance appraisal is not really reflected in the salary allocation, job promotion and so on. The existence of departmental audit is not serious, perfunctory and so on let the performance appraisal in form, failed to play the actual function, to achieve the effect of not practical.

14 lack of sound incentive mechanism

At present, the incentive mechanism of the institution is still limited to wages and benefits, assessment and evaluation, employee rewards and punishments in several areas, the lack of space for progress; and generalized indicator system with a serious tendency to egalitarianism, the performance appraisal standard is the lack of quantitative indicators, resulting in the results of the assessment is easy to formality, and difficult to achieve the expected results. At the same time, the lack of long-term work plan, easy to make employees lack of sustained work motivation, loss of enthusiasm for work.

2 Countermeasures to improve the level of human resources in institutions

21 Set up a modern concept of human resources management

The traditional concept of human resources management has been difficult to adapt to the development requirements of the times. Therefore, it is necessary to establish a modern human resource management concept in accordance with the requirements of social development: first of all, change the service concept. From the original concept of managing people to the concept of serving and influencing people, from the maintenance of talent to the development of talent. At the same time, the organization should also adhere to the concept of people-oriented, to build a human resources management system including the introduction, development and management of talent, to ensure the effective cooperation and articulation of all elements of human resources management, to ensure the modernization of the human resources management system and vitality.

22 Establish a scientific and reasonable mechanism for the introduction and cultivation of talents

With the advent of the knowledge economy era, talents have become the most important wealth and production factors in today's society, ensuring the development of enterprises. Therefore, in order to truly overcome the various institutional barriers to development, institutions must strengthen the introduction and cultivation of talent and build a scientific and effective training mechanism. ① break through the identity, channels and other aspects of the limitations, the real way through the open competition to implement the merit-based approach, to ensure fairness; ② change the seniority or leadership selection of the promotion method, the real selection based on strength, the competent, the mediocre, the real development potential of the personnel to get the opportunity to show their hands and feet, to ensure that the development of the organization; ③ change the traditional stereotypes, the flow of the training content and format, the training objectives and the development of the unit combined with the development of the training, the development of the organization. Training objectives and the development of the unit combined to form a relatively complete planning system that includes training methods, content, form. At the same time for different training objects to design different training objectives and content to ensure the effectiveness of training content. Really through the establishment of a reasonable talent mechanism to ensure the introduction of real high-quality talent and upbringing.

23 Establishment of an effective performance appraisal mechanism

First of all, to ensure the fairness of the human resources appraisal system of the institutions. Link quantitative assessment and qualitative assessment to achieve the standardization and strictness of the assessment system, to ensure that employees are all objectively evaluated according to the assessment; secondly, the establishment of an effective performance appraisal feedback mechanism. Performance appraisal as an assessment organization, only fully collect the opinions and suggestions of employees to really make objective and fair evaluation of them, to ensure the accuracy of the evaluation. At the same time, the evaluated personnel can only really improve their own efficiency through improvement if they fully understand the unit's objectives and personal differences; finally, the scientific utilization of the assessment results to ensure the effectiveness of the assessment. Each employee's salary and job evaluation is linked to its assessment results, and gradually broaden the scope of use of the assessment results, stabilize its use of the status, to ensure the effectiveness of the assessment results.

24 to establish an effective incentive mechanism

The establishment of incentives is to stimulate the initiative of employees to achieve the important means of organizational goals. However, the traditional personnel management of the incentive taken by a single way, it is difficult to meet the needs of employees. Therefore, institutions should combine their own actual situation, the establishment of effective incentive mechanism. ① Establish a scientific, reasonable and stable salary management mechanism. Through the job duties, actual contribution and other factors to determine the work performance and assessment of the distribution, to ensure the fairness of the distribution of salaries; ② the introduction of competitive incentives. The implementation of competition within the institution, the optimization of the combination of systems to ensure that talent stands out, and to achieve the purpose of optimizing the allocation of human resources, the formation of everyone has a sense of crisis and competition awareness of the atmosphere, to motivate students to continue to improve through continuous learning; ③ the establishment of an effective spiritual incentive mechanism. In addition to material incentives, managers of institutions should also start from meeting the spiritual needs of employees, care and understanding of the work and life of employees, to stimulate the enthusiasm of employees.

3 Conclusion

In short, the improvement of the level of human resource management in institutions has a close relationship with the development of institutions. Only by breaking the backward management concepts, establishing a scientific and reasonable talent introduction and training mechanism, and establishing an effective performance appraisal and incentive mechanism, can we really improve the level of human resource management in institutions, and improve the socialization function of institutions.

[1]Fu Jing, Liu Fuxiang strategic management of human resources in institutions research[J]. China High-Tech Enterprise, 2008(3):7-8

[2]Bu Tao China's institutions personnel management status quo, problems and countermeasures[J]. North Economy, 2010(8): 29-30

[3]Qu Yanli analyze the human resource management of institutions[J]. North economic and trade, 2011(7): 37-38

[4]Zhang Shengzhen discusses the current situation of human resource management in China's institutions[J]. Business Economy, 2011(10): 21-23

Suggested by:___

____ Year ___ Month ___ Day

Career Suggestion Sample Essay Part 2: A Little Knowledge and Suggestions on the Management Style of the Center

After five days of testing, I have a safety culture research and development center. A preliminary understanding of the Center for Security Culture Research and Development. Of course, this understanding is very superficial, because I have not yet come into contact with the specific work. However, as a graduate of business administration, I would like to talk about my understanding of the center and some suggestions for management.

First, my understanding of senior management

First of all, I would like to explain that there is a certain misunderstanding of our understanding of the position of senior management. The so-called senior management is a generalized concept, it is not a position, but a generalized reference to the management of the company's decision-making, all the managers involved in the company's decision-making, such as the company manager, personnel manager, financial managers, etc., are senior managers. Therefore, when applying for a job in my center, even though I myself am studying management, I am not clear about the specific meaning of this senior management, so I did not apply for the job.

Secondly, I think all managers need to have the following three conditions: First, the management knowledge of the relevant work. For example, financial managers, first of all, must be an accountant, followed by further study of financial management courses; two, with a certain management experience, this experience for any one just graduated from the university are not available. Internationally, there is such an unwritten requirement for MBA students: seven years of grass-roots work plus two years of management experience, this requirement is very strict; I have studied management, business strategy management, human resource management, organizational behavior and financial management and other related courses. All of these courses have taught me only one thing, that is, practice is the grassroots of management. Third, promotion to senior management requires the unanimous approval of the entire company. The upper level has the right to decide on a person's promotion, but this promotion needs the support of the lower level. Third, management is not the same as housekeeping. Any unit is responsible for housekeeping personnel, housekeeping work and management work has certain similarities, for example, both need to supervise the implementation of the company's system, but the difference is that the managers do not need to do this supervisory work. For example, signing in and out of the system in every organization, but is it not the executives have to supervise every day whether we sign in and out on time? This is not allowed. But executives must also monitor the implementation of the company's system, which requires housekeeping staff to make some records. In all large and medium-sized enterprises, there will be no internal affairs department, these jobs are specifically responsible for by the office.

Fourth, I don't think we need to have executives in our center. The current size of our center only needs to have housekeeping staff. Therefore, I always know that our center is looking for executives, but I never apply for the job. I don't think young people are qualified for management. One of the most taboo behaviors in management is outsiders leading insiders. Since we are all new to the center and don't know enough about the center's grassroots work, what qualifications do we have to command and lead others?

Second, I am on the center in the management of some suggestions

Management has a plan, organization, leadership and control of these four basic functions. All management work can not be separated from these four points. First of all, I think we should do a simple organizational design of our center. My center currently *** there are ten departments, department names are very detailed and specialized. However, I think that according to the current size of our center, we only need four departments:

1. General Office. This office is a collection of secretariat, network information department, editorial department, supervision department in one department. In the future, after the size of the center becomes larger, this comprehensive office can be subdivided into the above four departments. The reason why I unified these four departments into the integrated office is that the work of these four departments is closely related. For example, if a document is to be issued, the secretariat will write out the general content, hand it over to the editorial department for compilation, then the information department will upload it to the Internet, the secretariat will then communicate the document to other departments and provide guidance for learning, and the supervisory department will supervise the learning of each department and provide feedback to the secretariat on the learning situation. For example, if we need to compile a magazine, the Secretariat and the Information Department will first organize the contents of the magazine, and the Supervision Department will supervise the cooperation of other departments. After all the contents have been organized, they will be handed over to the Editorial Department for compilation (including the front cover and back cover, color pages, arrangement of the contents, and compilation of the booklet, etc.), and will finally be examined by the Secretariat and submitted to it. According to our current staff size, each of these four departments in fact only two or so staff, then this does not need to subdivide the department and simply by the integrated office unified work is good. 2, the marketing department. It can be seen that this department is the most concerned about the center of a department. Originally, this department was called the Planning and Promotion Department, but in fact, the planning work should not be carried out by the marketing staff. The most important thing that marketing staff should do is to do their job well, and there is no company where marketing staff do their own planning and carry out their own work. I understand that the Center initially designed this planning and promotion department so that it could do safety planning for companies in the future. But the planning needs to be independent of a department. 3, project planning department. This is a very important department, its work is mainly planning programs, performance planning. For the leadership of the task, such as cooperation with a unit, after the task is determined, it is necessary to project planning department will be the task of the project, planning for the specific implementation of the program, if the planning is not done well, the marketing staff can not carry out their work smoothly. This department in the whole organization plays a function of the top and bottom. 4, the Department of theoretical research. No matter how many staff members this department contains, it can only be a department. It is because all the theoretical research work does not need to get the cooperation of other departments. And for other departments, its work is a guide and reference. For example, if we need to cooperate with a mining enterprise to improve the safety of the enterprise, the theoretical research department will guide the general office to issue a document, and then the project planning department will set up a project plan, and the plan will be delivered to the marketing department for specific implementation, and the experts of the theoretical research department will be needed to carry out a safety assessment here. We now have a lot of expert resources in the center, but these experts themselves are not full-time staff of the center, we need to be able to fully understand the expert guidance and expert advice can be conveyed to the staff of the departments.

Second, the size of our center dictates that we can only be vertically managed. This management model does not allow our center to have too many functional departments. And the work of the departments must not be decentralized. At present, our center must be tightly focused on a point to start work. The director is that point. But the other four departments must be independent of each other and on an equal footing. Comprehensive office has the function of supervising the system and restraining the staff, but it does not mean that it can directly lead other departments; the planning made by the Planning Department is the task of the marketing staff, but it does not mean that the Planning Department can arrange the work for the marketing staff. For example, we want to cooperate with an enterprise, the office collected good information about the enterprise after the preparation of documents, first of all with the director of the review; documents through the Department of Planning, planning the project planning, and planning to the director of the review; planning through the director of the Department of marketing arrangements for the work of the Department. Director is the real manager, decision maker, organizer.

Third, the system must be clear. I believe our center has a system. Our testers have not yet learned these systems. But the so-called system is not a simple behavioral constraints, keep quiet during the work, sign in and out on time, etc. is only the most basic small items. A complete system not only includes behavioral constraints, but also rewards, punishments, incentives and other content. With the system to assess the performance of employees.

Third, on some specific work recommendations

I think we can pattern some of the work, which can improve efficiency. For example, we can prepare some forms. Here is a table style of summarizing the work of marketing staff for reference.

Suggested by:___

____ Year ___ Month ___ Day

Career Suggestions Model Article 3: Analysis of the township institutions existing problems and suggestions

The cadres and workers of the township institutions in the construction of socialist modernization had played a great role in the reform of the institutions in 2002.

First, my township institutions operation and management problems

(a) the ideological situation is worrying

In recent years, due to the social status of institutions to reduce the financial difficulties, so that the institutions of workers to a certain extent there is a kind of inferiority complex, they often lament their own identity, eager to get the government and the people's recognition, but the development trend in history is But the development trend of history is a double-edged sword, on the one hand, it provides them with opportunities, but on the other hand, it requires them to accept more challenges and bear more risks. Therefore, although they are in national institutions, they often have no sense of honor. On the one hand, they want to jump out of the circle, to create their own piece of sky, but they are afraid that they do not have the ability to cope with the market economy, do not dare to face the storms of the market economy; on the other hand, they have been bored with the work of the attitude of indifference, but afraid of reforms that really touched their own interests, there is a kind of "abandonment of the reluctance to give up, and the guardian of the reluctance to" the flavor. There is a kind of "give up but not give up, keep but not willing" flavor. Therefore, on the whole, the ideological condition of the cadres and workers of the institutions is worrying, and they have views on the reform of the institutions and complaints against the government.

(2) institutional system is not yet standardized

1. From the number of establishments set up in my township, the number of establishments set up too fine and too small and unstandardized, the problem of weak comprehensive service capacity is more prominent, and is a bottleneck to further improve the rate of registration of establishments.

2. From the institutional system, operation and management and service mechanism to see unreasonable, not standardized, not in place phenomenon is serious. First, the fragmentation of the relationship is difficult to rationalize. Mainly in the power in the "article", the responsibility in the "block", upward and centralized tendency is stronger; the second is the cause of administrative units, management is not in place. Mainly manifested in the "three inseparable" that is: political affairs are not completely separate, management and services are not separate, unincorporated and legal person in the social activities are not completely differentiated; third is the establishment of internal post structure and cadre structure management is not in place, my township authorities and institutions due to knowledge, age structure aging and unreasonable, mixed posts Serious, cadres management manifested chaos.

3. From the institutional configuration, many aspects are obviously lagging behind. With the implementation and deepening of the reform of the township party and government institutions and rural tax and fee reform, the functional tasks of the institutions, service mode, operating mechanism, cadres and staff structure, the form of funding management has undergone a great change, many aspects have been unable to adapt to the needs of the development of the rural market economy. Such as: my township agricultural station by the impact of the rural economy market-oriented larger, the performance of the economic benefits of the slippery slope trend, not strong competitiveness, social benefits can not keep up with the needs; some of the functional tasks of the business unit weakened or transfer, some technical and social services, "singles," the shape of the technical and social integration of the advantages of the service.

County and township finances are unable to provide the normal economic treatment of cadres and workers in institutions and working funds, the supply and demand for this contradiction has become more and more prominent in recent years, the county finances to give the department of the allocation of the budget within the establishment of the township finances can not give them more help, which is specifically reflected in the self-supporting institutions and funding The imbalance between income and expenditure, management is not standardized, resulting in arrears of staff wages and other problems affecting the deepening of the development of institutions, greatly harming the enthusiasm of the staff and weakening their innovative ability. Therefore, the financial problems of the institutions are very prominent.

Second, the development of the institutions of a few opinions

(a) correctly define the functions of the township institutions

The functions of the existing institutions to carry out a comprehensive cleanup of the original by the township institutions to assume the supervision of safety production, cultural management, rural economic management and other administrative functions transferred to the township government. Some of the existing reasonable business services will be categorized, in accordance with the principle of "stabilization of public welfare, activation of business", the separation of public welfare services and business services, in order to emphasize the public welfare of the premise of revitalization of the agricultural business, technical advice, seedling breeding and other functions.

(2) comprehensive set of township institutions department

After the division of functions, the township institutions in the total control of the premise, the implementation of the comprehensive set. We believe that each township needs to set up at least the following four institutions: 1, agricultural comprehensive service center: responsible for agricultural technology, agricultural machinery, forestry, water conservancy, animal husbandry, aquatic and other large agricultural areas of all kinds of services; 2, cultural industry service center: responsible for cultural and sports, radio and television services and the development and protection of local arts and culture work.

3, rural construction and development service center: responsible for rural construction and development to provide various types of services.

4, family planning service center: responsible for undertaking family planning technical services.

Practice has proved that, at this stage, the implementation of the total number of staffing control is an effective measure to curb the blind growth of township institutions. The county-level organization and preparation departments can determine the staffing level according to the actual situation of each township, according to the township classification standards, combined with the actual feeding capacity and actual work needs of the township. In the establishment of the post, must be carefully investigated and mapping, and according to the actual needs of the work of the institutions to put forward the conditions and requirements of the personnel needed for different positions, the implementation of the establishment of institutions of real-name management, the implementation of the "one person, one post, one program", really to achieve the establishment of the post to the post to the person.

(D) comprehensively improve the township institutions personnel system

First, the reform of the internal personnel distribution system, stimulate the internal potential of the institutions staff. First of all, we should introduce competitive incentives in the implementation of the reform, the full implementation of competition on the post. Onboarding personnel using the employment system, the realization of the employment mode from the fixed system to the employment system change. The second is to improve the assessment and evaluation mechanism. The quality of service and performance as the main assessment content, at the same time, the establishment of superiority and inferiority, the last to be eliminated system.

The second is to reform the wage distribution system. The implementation of employee remuneration and service performance comprehensively linked to the performance pay system. For operational service staff, they are encouraged to give full play to their technical advantages, through practical operation, and constantly improve their technical level, and truly realize the orderly management.

Suggested by:___

____ Year ___ Month ___ Day

Career rationalization of the proposal essay related articles:

★ Career rationalization of the proposal essay

★ Rationalization of the proposal essay five

★ Rationalization of the proposal essay five sample essay <

★ Quality Rationalization Proposal Sample 3

★ Rationalization Proposal Sample Latest 5

★ Selected Rationalization Proposal Five Samples

★ Five Rationalization Proposal Outstanding Samples

★ Rationalization Proposal Classical Sample

★ Office Rationalization Proposal Sample 3