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论文编号：	3862
作者编号：	2120092537
上传时间：	2011/11/29 23:09:55
中文题目：	天津电信河西分公司外包管理体系研究
英文题目：	TIANJIN TELECOM HEXI BRANCH OUTSOURCING MANAGEMENT SYSTEM RESEARCH
指导老师：	李季
中文关键字：	电信河西分公司,外包管理,管理体系
英文关键字：	Hexi Telecom Branch,Outsourcing Management,Management System
中文摘要：	2008年中国电信斥资并购CDMA网络和用户,正式开始全业务运营，因此其后端网建部门承担起了全业务的支撑工作，建设和维护工作压力陡然加重。在此背景之下，天津电信河西分公司网络部原有的外包管理模式已经无法承担如此繁重的职责，而且外包单位积极性难以调动、专业主管管理手段单一等问题也更加显著的暴露出来。若不解决这些问题，不但支撑全业务运营无从谈起，而且网络部的工作绩效也极易倒退。正是为解决以上问题，本文尝试对天津电信河西分公司的外包管理体系进行重新设计，以构建出一套可以突破当前窘境的外包管理体系。在外包管理体系中，提出了引入退出机制、绩效考评机制、份额调整机制、培训辅导机制来改善外包单位积极性调动的问题，通过这四种机制将外包单位的外包收入与其绩效挂钩，绩效高低直接决定外包单位的合作层次及外包项目的多少。专业主管管理手段单一的问题，也是通过以上四种机制进行解决，专业主管通过其日常管理日志等手段，收集外包单位的日常数据，针对绩效考评机制中设计的时间、质量和服务三个考核维度中的具体指标进行评分，得到综合评分再进一步得出外包单位下月的项目份额，另专业主管定期组织辅导和培训以加强外包单位的团队素质和建设，以这些手段加强专业主管日常管理。与原有管理模式相比，外包管理体系在战略目标、角色分工、管理流程、管理沟通、结果运用以及绩效改善几个方面都更加符合当前对内对外的工作局面，可以说本文设计的外包管理体系能够较好的解决外包管理所面临的难题，能够更好的承担起网络部支撑全业务运营的职责。
英文摘要：	Since China Telecom’s acquisition of CDMA network and users from China Unicom, began to operate the full service. So the rear department began to support the full service, the pressure of construction and maintenance work became more and more heavy. Under this background, in the network department of Tianjin Telecom Hexi Branch, the original model of outsourcing management has been unable to bear such heavy responsibility. And such as outsourcing companies’ enthusiasm is hard to mobilize, specialty managers’ tools for management are invalid, the problems are more and more obvious exposed. If can not solve these problems, the network department not only can’t support the full service, but also can make the performance regress. To solve these problems, the paper attempts to redesign the outsourcing management system, in order to break the current dilemma. The outsourcing management system, puts forward the entry and exit rule, performance evaluation rule, share adjustment rule and training rule, to improve the enthusiasm of the outsourcing companies. Through these rules, outsourcing companies’ income will depend on their performance. If a outsourcing company’s performance is the best, then its level of cooperation and the number of outsourcing projects will be better than others. Specialty managers’ tools are also improved by these rules. Specialty managers through their daily log, collect outsourcing companies’ daily data, then evaluate the specific indicators of the time, quality and service dimensions, at last conclude the projects’ share of the outsourcing company at the next month. The other specialty managers regularly organize training to enhance the ability of outsourcing companies. Compared with the original model of outsourcing management, the redesigned outsourcing management system has improved the aspects of strategic objective, role, management process, management communication, results of applying and performance improvement. In short, the redesigned outsourcing management system is very suitable for the current internal and external situation. It can be used to solve the problems of outsourcing management, it also can support the full service better.
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