2024年企业管理建议书(6篇)

人的记忆力会随着岁月的流逝而衰退,写作可以弥补记忆的不足,将曾经的人生经历和感悟记录下来,也便于保存一份美好的回忆。大家想知道怎么样才能写一篇比较优质的范文吗?下面我给大家整理了一些优秀范文,希望能够帮助到大家,我们一起来看一看吧。

企业管理建议书篇一

你们好!很荣幸能服务于**建设集团有限企业!

时间飞快我加入**已经十年多时间,很高兴看到企业不断的壮大,每年业绩斐然,这已经解决了企业的生存问题,可能也另同行望尘莫及,这也是一个企业的生存之本。在这种另人欣喜的情况下,我们企业的管理层仍然能居安思危,在企业的管理上提出了更高的要求,这也是我坚持服务于企业的原因之一。因此,基于对企业了解,在此提出一下建议。以下建议出于本人对本职工作的充分重视,真诚希望能够对企业的发展有所裨益,希望企业走得更稳键走得更远,因此若有言辞不妥之处,请领导多多谅解。

回想起刚进企业的时候,我从企业最底层的电工而至今日不断的得到完善,岗位责任的不断的变换、欣喜之余对企业的各项管理制度的执行,每每感觉收效甚微,远远不能达到企业预期效果,企业经过几年的联营,回过头看还得回到起点:企业组织构架的完善,必须的制定岗位责任制、必须从企业的各项管理制度做起。有规矩才有方圆,我想所有的企业管理人员都能够认识到制度对企业管理的重要性。当然我们企业的组织架构还是实际存在,企业管理制度也是实际存在的,然而,在这段时间的一建工作,经常出现遇到问题时找不到相关的制度或处理问题的依据,需要企业不得不补充、修订或制定新的管理制度,比如项目责任制管理、项目宿舍管理、项目门卫管理、企业辞工管理等等,但这种头痛医头,脚痛医脚的方式毕竟不是长久之计。我们**集团企业的组织架构在以前联营时可能适用,大家都靠自身的自觉性或对企业的忠诚度的不同来约束自己的行为,依据自身素养来为企业尽职尽责地做事,但企业发展了,新鲜的血液被注进了,不同地域、不同价值观、不同素养的人又组合到一起,企业规模扩大了,组织构架就随之会引起变化。我们就必须调整我们以往的组织架构,重新明确新的岗位职责,以往“人管人”的方式无法适用我们企业的管理,取而代之的是应该是用“制度管人”。

首先从组织构架的设计来说起,按我们企业的特点和规模,应该实行的是总经理向董事会负责制,然后实行岗位责任制,编制的组织机构图,作为股东或董事会成员,可以在企业任职,但其权限不能超越自己的岗位职责,更不能凌驾于总经理之上,除非在股东会议才能行使自己作为股东的权利。如果每个股东都同总经理拥有同样的权限直接参与企业的日常管理,那势必会给企业的管理造成一定上的混乱,也让企业的管理人员无所适从,不知道该向那位负责,该向那位汇报工作,该接受那位的工作指示———-而往往股东们并不一定能做到决策或意见一致。

有了适宜的组织架构,就应按照每个岗位的特点要求进行因岗定人,一建的所有项目独立个体而不能像封建帝王一样,给参与创业的员工或亲友分侯加爵,排座次,安排到一些管理岗位。中国有句古话:兵熊熊一个,将熊熊一窝,不称职的一个管理人员,不仅影响自己的团队,甚至会直接影响企业的整体经营绩效,管理界的著名的“木桶效应”就很直接的说明了这一问题。

有了完善的组织构架,就需要建立适宜的管理制度。在制定制度的过程中,公正(含有公平与正义之意)的精神,从制度建设角度来说应该是一切制度的本质特征。制度的公正性不仅要在制定是表现出来,更要在执行中要表现出来,在同一个管理制度下,如果在处理问题时不能一视同仁,甚至出现一些特权阶层,那么制度存在的必要性,或者执行力度就会面临严重的考验,会出现员工对制度置若罔闻,甚至对抗制度的执行。

在企业管理制度建设的指导思想中,如果员工的一切活动都是与金钱直接挂钩的,人格、成长、心理、精神、信仰完全被置于一边,企业精神,自然就在多劳多得的效率口号下被抛弃了。适宜的管理制度不仅会成为管理人员们日常管理的得力工具,也会成为独特企业文化形式的表现,而企业文化的灵魂就是企业精神。如果用更普通的词观念来概括,那么所有有关企业文化的问题归根到底还是回到四个字上“价值观念”,它应包含最基本和绝对的管理哲学思想:人道和公平。观念决定一切,没有观念上的完整性、系统性,管理制度就是随意的,企业管理不可能有生命力和持久性和连续性;而在观念上具有决定作用的往往是企业的决策层。我们都知道花无百日红、企业无永远盛,如果一个企业仅仅是靠金钱作为企业与员工的唯一纽带,企业不能保证自己的工资平永远高于别人,永远没有低谷,这种纯粹的金钱关系也会被更强大的金钱所打败:高素质核心员工逐利而走,在工资水平差不多的情况下大多数员工会选择较好人文环境的企业,其结果就是很高的员工流动率!企业花大量时间、金钱培养的员工离职,会使得企业经常处于不稳定中,维持现状就是一个无可奈何的选择,提高发展就只能随遇而安了。

现在我们**企业的员工的工资并不是很低,但为何员工的流动性很大?目前我们的企业管理随意性比较强,在一些事件的处理中,缺乏客观、公正性,这不仅带来相互的对立性,也带来负面效应。在员工的工资与职务升迁方面,缺乏一个公平、严格、透明的制度,没有让员工看到自己的发展方向,也无从给他树立一个奋斗的崇高目标,更没有一个统一员工思想与价值观的信仰来凝聚所有人的理想,导致了部分管理人员的思想混乱、以自我为中心,在这样的企业管理状态中,我们**一建企业如何能够建设一支一流的员工队伍而立于不败之地呢?

本人向企业提出以上建议,并非是对企业有什么成见或不好的看法,我们**企业能做到今天的规模,还是有很多很多值得我们自豪和继续发扬得地方。我上面说到的方方面面,也许是在建筑企业中国共产党同存在的,可能更是一些民营企业普遍存在的现象。但是在产品严重同质化、利润严重下滑、同行业竞争加剧的今天,我们只有加强管理,提升自己企业的管理水平,才能切实的提升自己的经营绩效,使自己的企业永出不败之地。

企业管理建议书篇二

在大规模的公路建设中,由于投资缺乏、标准高、技术难度大、工期紧、确保和提高工程质量理所当然地被提到重要位置上。为了抓好路面施工质量,为使公路工程监理公司在管理工作上更上一个新台阶,更好地适应今后监理市场形势和要求,使公司能够持续不断发展,同时为了强化监理的管理与监督,规范工程监理行为,从工程一开工就应对监理提出要求,制定详细管理办法,防止出现工程完工后的被动局面。所以针对监理管理工作,我提出如下几个建议。

一是抓好监理人员的政治思想教育与学习、培训、继续教育工作。

首先不断提高监理人员的政治素质和业务素养,因为从监理工作中出现的问题分析,许多差错、事故并非是高难技术问题,不是由于水平不够不能处理。而大量问题属于基本知识不扎实,一般技术不牢固及监理政治思想觉悟太低造成的。严格地说是失职造成的,甚至还存在做假资料的现象。所以加强政治思想教育、增强事业心责任感仍是监理工作首要任务。监理工作要取得良好的效果,建立完善有效的学习、培训体系是基本条件。以此来提高我站专业技术人员的业务素质和工作能力,更加高效的服务我市交通基本建设质量安全工作。

二是必须明确监理职责,实施管理规范并且落实公司管理办法。

我认为我国的监理与国外监理最本质的区别。监理人员做好热情服务是理所当然的,所以我们要求监理人员不仅要做好监督检查,而且要“帮”,即帮助承包人解决技术、设备方面的困难,协调地方关系;要“促”,即为承包人创造良好的施工环境,通过增加中间检查,促进各项监理工作的完成,明确监理职责,我们把检质保体系作为初期质量检查的重要内容,要求有组织、有人员、有设备、有职责、有检查考核,严格按照公司管理规范办事,不得与承包人发生个人经济往来,也不得从事任何产品材料的推销工作,保证“执法”的客观性、公正性。通过合理明确职责,使监理能独立行使职权,完成合同规定的任务。另外要配齐监理试验、检测设备,保证监理工作的独立性、客观性。最后要加强对监理工作的综合管理,规范监理行为,提高监理资料质量,虽然监理工作在我省已开展年,但早期的监理工作是在无统一规范的情况下进行的实践,我们应加强监理工作的综合管理、指导,使其规范化,在整个监理施工过程中,我们监理要狠抓关键技术难点,以严密的科学态度指导工程。

三是加强企业文化建设,创造具有特色的企业文化精神。

企业的精神是企业文化的精髓。要建设良好的企业文化,必须培养具有本企业特色的企业精神。企业精神的概括和提炼,需要体现企业共识和个性的统一,不求齐全,而求其有特点。我们必须建立“一心一意监理”的监理理念、以及“无私奉献”的精神、体现出文化个性和文化魅力。这些凝聚企业的价值观念,能够把企业的企业精神准确表达出来,便于广大员工喜闻乐见,并且融入到员工的思想和行动之中,成为员工的精神支柱和精神动力。

企业管理建议书篇三

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企业管理建议书篇六

敬启者:

本行已完成对 ###有限公司 及 贵公司之子公司(以下统称"贵集团〞)及 贵集团之联营企业截止20xx年12月31日的综合财务报表审阅工作。根据本行的工作程序,现就审阅工作过程中发现各有关公司内部管理及其它方面的若干可改进及留意之处作出说明,并提出建议。

本行很乐意与 贵集团管理层讨论,并协助 贵集团实施此等建议。

本行在进行上述工作时,已向 贵集团提出有关 贵集团处理本期审阅所发现之事项,就 贵集团的答复,本行将不会为其准确性及完整性进行任何测试,本行只会将 贵集团之回复,并将本行发现的事项,包括在此建议书当中。

由于解决本年度问题的活动现仍在进行,本行建议 贵集团管理层及审计委员会继续关注有关问题的进度。

本行编写本管理建议书是作为向 贵集团管理层提供参考之用,同时也作为本行与 贵集团保持沟通的途径。此管理建议书只集中于较重要项目,并未逐一列明本行在这次复核工作中发现的所有事项。基于上述原因,本行认为此管理建议书不适合向不了解情况的第三者传阅,本行也不会承担任何由于向第三者传阅管理建议书而引起的责任。

最后,本行谨向贵集团及贵集团之联营企业在本行执行审阅的过程中提供热情及充份合作的工作人员致谢。

此致

有限公司 董事会

会计师行

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