公司黨員自我評價 篇1
在這段時間的工作中，我明白了進步和成長的意義，我也知道自己在思想和工作中還有很多不足，但是我會在以後的生活中不斷彌補自己的不足，爭取做一個全面發展的人。作為一名黨員，我嚴格要求自己，爭取得到黨組織和人民的認可。
工作中有非先進性的表現，思想上有不適應的地方。查找問題和不足，主要有以下幾個方面：
1、想得多，學得少;説得多，做得少。學而不思則殆，思而不學則罔。在學和思之間，把握得不好，學得少，想得多，理論功底不夠紮實。工作中，喜歡想辦法、出點子、耍聰明，缺乏吃苦耐勞、任勞任怨的精神和作風。工作困難面前，缺乏闖勁、韌勁，瞻前顧後，患得患失，總習慣從壞處着想，行動上按部就班，缺乏敢於打破常規、風風火火、大膽開拓的勇氣和魄力。
2、自以為是，應變能力不強，靈活性不足。有觀點、有思想，自以為是。自己認準的事理，有“咬定青山不放鬆”的執着，缺乏審時度勢、隨機應變的靈活，不善於吸取他人意見。
3、不善於團結同志。愛憎分明，喜怒皆形於色。自己認為不對的、看不慣的人和事，恨之憎之，容易過之。性情急燥，愛管閒事，經常得罪人，不善於表揚人。
4、對自己要求不夠嚴格。自己有違反紀律行為時，不能夠深刻地檢查自己，總是找這樣那樣的理由，給自己下台階，自本人開脱，自本人安慰，習慣“下不為例”。習慣成自然，思想懈怠，紀律觀念不夠強，工作作風不夠嚴謹。 這些缺點和不足，表現在工作和生活中，根子生在思想裏，問題出在學習上。
下一步，本人決心以這次保持共產黨員先進性教育活動為契機，緊緊依靠組織關懷和全體同志們的共同幫助，認真加以整改。
一是深入學習理論知識。系統地學習辯證唯物主義和歷史唯物主義知識，提高認識、分析和解決問題的基本能力;認真學習黨的理論，堅定理想信念，強化宗旨意識，端正工作態度，激發工作動力。
二是全面學習業務知識。紮實地學習自己的業務知識，透過現象看本質，把握工作中的內在規律，自覺按規律辦事。廣泛學習黨的方針、政策和國家法律法規，當好執行政策和執法執紀的表率。努力學習現代科學技術知識，緊跟時代前進步伐。學用結合，不斷增強為人民服務的本領。
三是經常學習規章制度。經常地學習單位的各項規章制度和黨紀、政紀、法規知識，不斷增強紀律觀念和責任意識，自覺做到警鐘長鳴，嚴格做到遵章守紀。
四是定期開展自本人批評。階段性地對自己的學習、工作和思想進行總結，主要是查找問題和不足，邊查邊糾，自責不自寬，嚴格要求自己，不再“下不為例”，做到防微杜漸。
公司黨員自我評價 篇2
時間匆匆轉走，現在的工作已經漸漸變得順其自然了，這或許應該是一種慶幸，是讓我值得留戀的一段經歷。一個多月的試用期下來，自己努力了，也進步了不少，學到了很多以前沒有的東西，我想這不僅是工作，更重要的是給了我一個學習和鍛鍊的機會。
在各部門的幫助和支持下，我做好統籌及上傳下達工作，把工作想在前，做在前，無論是工作能力，還是思想素質都有了進一步的提高，較好地完成了公司宣傳、人事管理、職工培訓、檔案管理、後勤服務及公司保衞等多方面的任務。為了加強對人、財、物的管理，我完善了過去的各種管理制度，突出制度管理，嚴格照章辦事，進一步明確了工作職責，完善了公章使用、紙張使用、電腦使用、請假、值班等各種常規管理，充分體現了對事不對人的管理思想，各項工作井然有序。
1、工作認真負責，積極主動，能完全勝任本職工作，愛崗敬業，樂於助人，與同事相處融洽，善於合作。
2、良好的個人形象和素養，專業技能或業務水平優秀，為公司業務創造更多機會和效益，受公司客户及合作企業好評，為公司創造出較好的企業效益或社會效益;工作認真負責，積極主動，服從整體安排，愛崗敬業，樂於助人，與同事相處融洽，業務知識紮實，業務水平優秀，能帶動東區的給為同事積極工作，勝任東區大區經理工作;工作出色，業務熟悉，為我們成立起榜樣。
3、工作認真負責，積極主動，服從整體安排，愛崗敬業，業務知識紮實，業務水平優秀，與北區各位經理相處融洽，樹立榜樣，勝任北區大區經理工作;人品端正、做事塌實、行為規範、對待所負責區域進行有效指導，並提出建設性意見;高度敬業，表現出色。
4、工作認真刻苦，服務態度非常好，使經理在時候沒有後顧之憂;工作積極,熱情周到，有一定的領導能力，專業技能業務水平優秀，業務水平也在不斷提高，關心每一位合鑫人，是我們大家學習的榜樣;能勝任本職工作，愛崗敬業、樂於助人，與同事相處融洽，服從整體安排，對本職工作兢兢業業，鋭意進取，起榜樣作用，為我們樹立良好形象
5、工作熱情高;人品端正、德行優良、自身修養較高、對待客户誠信;對待工作嚴謹、處處為公司考慮，能夠虛心接受同事給予的建議並改正;學習進步較快、受到大多數客户的好評。
6、在陝西省標中，工作出色，
7、工作態度端正,業績比較突出。
8、專業技能業務水平優秀，為公司創造好的企業效益。
9、工作認真，負責;工作認真負責，愛崗敬業，服從整體安排，形象良好;對本職工作兢兢業業，鋭意進取，樂於助人，關心同事，與同事相處融洽，善於合作，起帶頭作用。
10、優秀的業務水平，為公司創造出較好的企業效益，與同事相處和諧。
公司黨員自我評價 篇3
Apple was one of several highly successful companies founded in the 1970s that bucked the traditional notions of what a corporate culture should look like in organizational hierarchy. Steve Jobs often walked around the office barefoot even after Apple was a Fortune 500 company. By the time of the "1984" TV ad, this trait had become a key way the company attempted to differentiate itself from its competitors. According to a 20xx report in Fortune, this has resulted in a corporate culture more akin to a startup rather than a multinational corporation.
As the company has grown and been led by a series of chief executives, each with his own idea of what Apple should be, some of its original character has arguably been lost, but Apple still has a reputation for fostering individuality and excellence that reliably draws talented people into its employ. This was especially after Jobs' return. To recognize the best of its employees, Apple created the Apple Fellows program, awarding individuals who made extraordinary technical or
leadership contributions to personal computing while at the company. The Apple Fellowship has so far been awarded to a few individuals.
Apple is also known for strictly enforcing accountability. Each project has a "directly responsible individual," or "DRI" in Apple jargon. As an example, when iOS senior vice president Scott Forstall refused to sign Apple's official apology for numerous errors in the redesigned Maps app, he was forced to resign.
Numerous employees of Apple have cited that projects without Jobs' involvement often took longer than projects with his involvement. At Apple, employees are specialists who are not exposed to functions outside their area of expertise. Jobs saw this as a means of having best-in-class employees in every role. For instance, Ron Johnson who was Senior Vice President of Retail Operations until November 1, 20xx, was responsible for site selection, in-store service, and store layout, yet he had no control of the inventory in his stores (which is done company wide by then-COO and now CEO Tim Cook who has a background in supply-chain management). This is the opposite of General Electric's corporate culture which has created well-rounded managers.
Under the leadership of Tim Cook who joined the company in 1998 and ascended to his present position as CEO, Apple has developed an extremely efficient and effective supply chain which has been ranked as the world's best for the four years 20xx–20xx.[citation needed] The company's manufacturing, procurement and logistics enables it to execute massive product launches without having to maintain large, profit-sapping inventories; Apple's profit margins have been 40 percent compared with 10–20 percent for most other hardware companies in 20xx. Cook's catchphrase to describe his focus on the company's operational edge is “Nobody wants to buy sour milk”. The company previously advertised its products as being made in America up to the late 1990s, however as a result of outsourcing initiatives in the 20xxs almost all of its manufacturing is now done abroad. According to a report by the New York Times, Apple insiders "believe the vast scale of overseas factories as well as the flexibility, diligence and industrial skills of foreign workers have so outpaced their American counterparts that “Made in the U.S.A.” is no longer a viable option for most Apple products".
Unlike other major US companies, Apple has a relatively simple
compensation policy for executives, which does not include perks that other CEOs enjoy such as country club fees and private use of company aircraft. The company usually grants stock options to executives every other year.