把握基层管理者执行力提升的关节点  

Holding the Key Point to Improve Execution of Manager at the Grassroots Level

作　　者：罗明忠[1] 

机构地区：[1]广东金融学院劳动经济与人力资源研究所,广东广州510521

出　　处：《华东经济管理》2006年第12期101-103,共3页East China Economic Management

基　　金：广东省自然科学基金项目"民营企业人力资源管理研究"(资助号:034929);广东高校人文社科研究项目"人力资源管理的潜规则研究"(资助号:05007)的阶段性成果

摘　　要：基层管理者的执行力大小直接关系到组织的成败得失,并反映了组织人力资源管理的绩效情况。基层管理者要提高执行力,必须明确目标并制定行动计划,充分认识本组织的资源优势并加以优化配置,协调好本组织与相关组织、上级组织和下级组织之间的关系,让员工拥有梦想,努力将“中游水平”整体提升。The execution of a manager at the grassroots level has a direct link with the success or failure of an organization, and it shows the performance of the organization＇s human resource management. In order to improve the execution, the manager at the grassroots level must have a clear goal so as to work out a plan accordingly, and he should know clearly its resource superiority and make the distribution better, well coordinate with others organizations of lower and higher levels, provide its staff with inspiration, and strive to promote the ＂middle level＂ to a higher one.

关 键 词：人力资源管理 基层管理者 执行力 

分 类 号：F406.15[经济管理—产业经济]