德隆集團(tuán)控股管理模式-組織結(jié)構(gòu)和管理流程設(shè)計(jì)(ppt57)-管理模式-資料下載頁
【導(dǎo)讀】Barcelona–Beijing–Berlin–Brussels–Bucharest–Budapest–BuenosAires–Delhi–Detroit–Düsseldorf–Frankfurt–Hamburg–Kiev–KualaLumpur–Lisbon. London–Madrid–Milan–Moscow–Munich–NewYork–Paris–Prague–Riga–Rome–SãoPaulo–Shanghai–Stuttgart–Tokyo–Vienna–Zurich. 貝格公司對(duì)德隆集團(tuán)的初步認(rèn)識(shí)24. 貝格公司對(duì)德隆集團(tuán)發(fā)展方向的理解29. 為了提供翔實(shí)的基礎(chǔ)資料，羅蘭?貝格公司集中訪談及問卷調(diào)查。員工的專業(yè)素養(yǎng)和理論水平不能滿足。目前的人力資源不夠，不足以應(yīng)付未來的發(fā)展。對(duì)二級(jí)公司主管(含)級(jí)以上的管理人員缺乏科學(xué)的業(yè)績考核制度。要建立人員培養(yǎng)機(jī)制，讓高層管理人員輪崗，全面了解公司各方面的業(yè)務(wù)。集團(tuán)的機(jī)構(gòu)運(yùn)作缺乏制度化，沒有管理程序，個(gè)人主觀意志較強(qiáng)。集團(tuán)內(nèi)部相互間信息不共享，缺乏溝通。集團(tuán)高層領(lǐng)導(dǎo)對(duì)具體管理事務(wù)過問太細(xì)。權(quán)力和職責(zé)的分配不合理。集團(tuán)的發(fā)展戰(zhàn)略經(jīng)常變更，缺乏嚴(yán)肅性。集團(tuán)目前的攤子太大，涉及的行業(yè)和業(yè)務(wù)過多，管理幅度太大。對(duì)投資的論證思路一定程度上取決于董事個(gè)人的態(tài)度和興趣。項(xiàng)目投資上馬后，對(duì)收益回報(bào)缺乏嚴(yán)密監(jiān)控。必須加強(qiáng)法律和審計(jì)功能
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