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基层供电所所长面临着目益复杂的外部环境、内部考核及日常事务压力,也面临着超越以往的挑战和困惑。基层供电所所长如何在确保团队稳定和谐的基础上,妥善应对甚至主动追求改变,引入新理念,尝试新方法,改善机制流程,进而达到提升管理水平、提升经营发展层次的目标,成为摆在基层供电所面前的一个重要课题。树立开放应变心态,提升管理者的“承载力”基层供电所所长、副所长、三员、业务主管,甚至客户经理和管理员,都在扮演着不同的“管理者”角色,前者的管理对象是人与事,包括员工与客户,后者的管理对象则主要是工作事务和客户,但无论管理对象是什么,管理半径与难度有多大,归根结底,其管理的基准点都一致,那就是管理者自己。一个基层供电所、客户或事务的管理人员,如果偏执
The director of grass-roots power supply faces the complicated external environment, internal assessment and daily routine pressure, and faces challenges and confusion beyond the past. On the basis of ensuring a stable and harmonious team, the director of the grassroots power supply department should properly handle and even actively pursue changes, introduce new concepts, try new methods and improve the mechanism of processes so as to achieve the goal of improving management level and promoting the level of business development. Grassroots power supply in front of an important issue. Establish an open mind-set and improve managers’ “carrying capacity” The director, deputy director, three staff members, business executives, and even client managers and administrators of the grass-roots power supply all play different roles. Role, the former management object is people and things, including employees and customers, the latter the management of the object is mainly the work of affairs and customers, but no matter what the management of the management of the radius and difficulty of how much, in the final analysis, the management of the benchmark Are the same, that is the manager himself. A grassroots power supply, customer or transaction manager, if paranoid