發(fā)布時(shí)間：2018-05-12 16:31

  本文選題：業(yè)務(wù)流程 + 再造�。� 參考：《石河子大學(xué)》2017年碩士論文

【摘要】：企業(yè)環(huán)境伴隨著經(jīng)濟(jì)全球化和信息化的發(fā)展發(fā)生了巨大的變化,同時(shí)也伴隨著一場(chǎng)企業(yè)管理革命的發(fā)生。在這一國(guó)際形勢(shì)下,業(yè)務(wù)流程管理應(yīng)運(yùn)而生,嶄新的管理理論和體系以及相應(yīng)的技術(shù)手段也隨之而來(lái)。業(yè)務(wù)流程管理理論傳入中國(guó)的時(shí)間并不是很長(zhǎng),東西方文化和理念有著一定程度上的差異,面對(duì)這樣的不同,我國(guó)企業(yè)如何對(duì)其進(jìn)行借鑒,在什么樣的條件下能將這一理論進(jìn)行更好的認(rèn)識(shí)和發(fā)揮,這些都是我們將要面臨的共同問(wèn)題。本論文在吸收國(guó)內(nèi)外相關(guān)的理論研究成果的基礎(chǔ)之上,利用業(yè)務(wù)流程再造理論的方法與工具,從企業(yè)內(nèi)部信息處理和流轉(zhuǎn)效率的提升入手,打破部門(mén)間的壁壘,解決職責(zé)不清、執(zhí)行不到位等問(wèn)題,建立起以客戶為中心的、適應(yīng)當(dāng)前競(jìng)爭(zhēng)要求的家庭寬帶業(yè)務(wù)長(zhǎng)流程。本文綜合運(yùn)用了文獻(xiàn)研究法、調(diào)查法、案例分析法等研究方法,由表及里,由淺入深的全面剖析了石河子移動(dòng)家庭寬帶業(yè)務(wù)流程的現(xiàn)狀和存在的問(wèn)題,從資源的審核、業(yè)務(wù)開(kāi)通、投訴處理和故障修復(fù)這幾個(gè)關(guān)鍵的環(huán)節(jié)進(jìn)行重新的規(guī)劃和改革,為公司的持續(xù)發(fā)展提供保障。同時(shí),在實(shí)施的過(guò)程中還需要績(jī)效考核、維護(hù)等管理制度作為保障措施,不斷縮小企業(yè)與競(jìng)爭(zhēng)對(duì)手之間的差距,適應(yīng)新的競(jìng)爭(zhēng)態(tài)勢(shì)的需要。本文共有六個(gè)部分的內(nèi)容。首先綜述了選題的目的和意義,闡述企業(yè)流程管理和企業(yè)能力理論的基本內(nèi)涵和國(guó)內(nèi)外研究現(xiàn)狀,同時(shí)說(shuō)明了本論題的研究?jī)?nèi)容、方法和創(chuàng)新之處。第二部分是業(yè)務(wù)流程再造相關(guān)的理論知識(shí),主要包括流程再造的的定義、內(nèi)涵和特性,并詳細(xì)闡述了流程再造的方法和步驟、闡述了相關(guān)原則。第三分部針對(duì)石河子移動(dòng)公司關(guān)鍵業(yè)務(wù)流程現(xiàn)狀進(jìn)行分析。第四部分針對(duì)存在的問(wèn)題提出具體再造實(shí)施方案。第五部分從績(jī)效考核保障、流程維護(hù)與管理、運(yùn)營(yíng)策略幾個(gè)方面提出了實(shí)施再造的保障措施。第六部分分析流程再造后的效率。
[Abstract]:With the development of economic globalization and information technology, the enterprise environment has undergone tremendous changes, and also accompanied by a revolution in enterprise management. Under this international situation, business process management emerges as the times require, new management theory, system and corresponding technical means also follow. The theory of business process management has not been introduced into China for a long time. There are some differences in culture and concept between the East and the West. In the face of this difference, how do Chinese enterprises learn from it? Under what conditions we can better understand and play this theory, these are the common problems we will face. On the basis of absorbing relevant theoretical research results at home and abroad, this paper uses the methods and tools of business process reengineering theory, starting with the improvement of internal information processing and circulation efficiency, breaks down the barriers between departments, and solves the problem of unclear responsibilities. The long process of home broadband service, which is customer-centered and adapt to current competition requirements, is established. This article synthetically uses the literature research method, the investigation method, the case analysis method and so on research method, from the outside to the inside, from the shallow to the deep, has comprehensively analyzed the present situation and the existence question of the Shihezi mobile family broadband business process, from the resources examination, Business opening, complaint handling and fault repair are the key links for re-planning and reform, to provide protection for the company's sustainable development. At the same time, the management system, such as performance appraisal, maintenance and so on, should be taken as a safeguard measure in the process of implementation, which can reduce the gap between the enterprise and the competitors and adapt to the need of the new competition situation. There are six parts in this paper. Firstly, the purpose and significance of the topic are summarized, the basic connotation of enterprise process management and enterprise capability theory and the current research situation at home and abroad are expounded, and the research contents, methods and innovations of this thesis are also explained. The second part is the theoretical knowledge of BPR, including the definition, connotation and characteristics of BPR, and expounds the methods and steps of BPR in detail, and expounds the relevant principles. The third division analyzes the status quo of key business processes of Shihezi Mobile Company. The fourth part puts forward the concrete reengineering implementation plan in view of the existing problems. The fifth part puts forward the guarantee measures of reengineering from the aspects of performance appraisal, process maintenance and management, operation strategy. The sixth part analyzes the efficiency after process reengineering.
【學(xué)位授予單位】：石河子大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F626

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 王輝;侯文華;;考慮業(yè)務(wù)流程模塊化度影響的業(yè)務(wù)流程外包激勵(lì)契約設(shè)計(jì)[J];管理工程學(xué)報(bào);2014年01期

2 張惠琴;;淺析國(guó)家開(kāi)發(fā)銀行的信貸業(yè)務(wù)流程優(yōu)化[J];現(xiàn)代經(jīng)濟(jì)信息;2013年03期

3 李亞兵;宋麗娟;;業(yè)務(wù)流程再造理論研究評(píng)述及啟示[J];商業(yè)時(shí)代;2012年18期

4 丁天翔;;基于業(yè)務(wù)流程再造的IT項(xiàng)目用例分析[J];價(jià)值工程;2012年11期

5 汪學(xué)峰;;解讀海爾:以用戶為中心的流程再造[J];北京石油管理干部學(xué)院學(xué)報(bào);2012年02期

6 楊萬(wàn)福;;基于打破現(xiàn)狀的思維下業(yè)務(wù)流程再造(BPR)研究[J];科技管理研究;2012年04期

7 鄭琴琴;李志強(qiáng);;業(yè)務(wù)流程外包整合機(jī)制研究[J];經(jīng)濟(jì)體制改革;2012年01期

8 顧繼光;;六西格瑪與業(yè)務(wù)流程再造[J];中國(guó)統(tǒng)計(jì);2011年06期

9 郭靜荷;;從財(cái)務(wù)共享服務(wù)到企業(yè)業(yè)務(wù)流程再造[J];企業(yè)家天地(理論版);2011年04期

10 裴曉偉;;歐美主要電信運(yùn)營(yíng)企業(yè)組織結(jié)構(gòu)比較研究[J];市場(chǎng)周刊(理論研究);2011年01期

相關(guān)碩士學(xué)位論文 前10條

1 楊青;供應(yīng)鏈背景下R企業(yè)生產(chǎn)計(jì)劃流程再造研究[D];云南師范大學(xué);2014年

2 王瑞禮;C公司投訴處理流程再造[D];吉林大學(xué);2014年

3 趙瑞萍;H公司業(yè)務(wù)流程再造及組織結(jié)構(gòu)重構(gòu)研究[D];華北電力大學(xué);2014年

4 李海燕;大數(shù)據(jù)背景下的企業(yè)流程再造研究[D];安徽理工大學(xué);2014年

5 郭朝杰;NF公司流程優(yōu)化與評(píng)價(jià)研究[D];浙江工業(yè)大學(xué);2014年

6 楊翠鳳;藍(lán)拓文化傳媒有限公司業(yè)務(wù)流程優(yōu)化研究[D];河北工業(yè)大學(xué);2014年

7 盧塵憶;大銘公司業(yè)務(wù)流程再造研究[D];湖南大學(xué);2013年

8 孫曉光;關(guān)于A公司的業(yè)務(wù)流程優(yōu)化研究[D];華東理工大學(xué);2013年

9 李堅(jiān);M公司業(yè)務(wù)流程再造[D];西南交通大學(xué);2012年

10 游丹;商業(yè)銀行中小企業(yè)信貸業(yè)務(wù)流程再造研究[D];南京大學(xué);2012年

，

本文編號(hào)：1879332