中国移动通信集团（以下简称中国移动）历经2G到4G网络的飞速迭代，以及互联网时代流量应用需求的迅猛增长，庞大的用户规模使其在同行业竞争中始终保持全球第一大运营商的稳固地位。然而随着近几年中国GDP增速逐年放缓的趋势，以及2008年电信企业的第三轮重组，导致经济环境上迫使企业经营追求降本增效，内部行业上在细分市场领域的竞争急速加剧，因此中国移动在固守传统的个人及企业市场优势的同时，迫切需要在家庭市场实现用户规模的迅速扩张，其中科学精准的岗位设计对于人力资源效能发挥以及企业经营效率有着至关重要的作用。 本文聚焦在中国移动所处竞争中的蓝海市场——家庭市场，对支撑其发展的核心岗位——社区经理的岗位设计进行深入研究，秉承着“发现问题—诊断问题—提出改进方案—闭环效果监控”的思路，运用人力资源管理中关于岗位设计的相关理论开展研究工作，为企业输出精准匹配的社区经理岗位说明书，有效支撑企业后期在人员选聘、绩效薪酬设计以及市场经营方面有针对性的工作开展。 为使本研究更加深入，本文将以中国移动通信集团北京有限公司（以下简称北京移动）在全市范围内收入规模最大的朝阳分公司社区经理岗位为样本开展研究和诊断，由于企业架构的一致性高，因此该研究结论具备普遍性，改进方案具备可复制及可推广性。全文重点聚焦在第三章至第五章节，通过对社区经理岗位设计现状的细致梳理，发现存在人员缺乏专业背景、工作职责与实际内容脱节、关键流程沟通不畅等现象导致了组织架构与社区经理岗位职责相冲突、社区经理任职资格不清晰、人员缺乏相应的能力培养及业务知识储备、在关键业务流程上存有痛点等问题，最终导致组织效率低下，难以支撑面向家庭市场开展日常工作。在诊断设计上通过流程穿越及访谈法，对关键成因进行分析，从人员专业能力、工作职责、责权利对等、组织架构等角度入手，对岗位设计问题进行诊断，并提出改进方案，通过实施效果的闭环复盘对改进方案进行评估，明确输出社区经理岗位职责，为人员选聘、绩效考核及组织优化提供可借鉴且得以迅速复制的研究成果，助力企业能够在新开拓的市场领域取得高效长足的发展。

Undergoing the iteration of 2G to 4G networks at full speed and the rapid growth of demand for the data traffic and applications in the Internet era, China Mobile Communications Group Co., Ltd. has significantly developed along with the expansion of users’ number in the markets of both individual users and enterprise users. At present, China Mobile Communications Group Co., Ltd. owns more than 1.8 million 4G LTE base stations and has constructed the world's largest 4G networks with the 4G LTE users exceeding 600 million, which is far beyond the competitors in the same industry, and it secures the stable position of the world's largest operator. However, in terms of economic environment, with the slowdown of GDP growth in China in the past five years and the economic situation in China expected to become more and more difficult, the enterprises generally are deeply aware of the sharp rise in labor costs and turn to the cost-reducing and efficiency-increasing mode of operation. Therefore, the scientific post design plays a vital role in the performance of human resources efficiency. From the perspective of competition in the industry, with the initiation of the third round of restructuring of telecommunications enterprises in 2008, China Unicom and China Telecom have further strengthened their capabilities in broadband network business, enabling them to compete fiercely with China Mobile in the data traffic market based on the stable revenue benefiting from the broadband network business; whilst the merger of China Mobile and China Tietong Telecom has not achieved adequate performance in broadband network resources, which is of insufficient support to shake competitors’ advantaged business; meanwhile, China Mobile gradually reduces its 4G LTE dividends, forcing itself to maintain the markets of individual users and enterprise users and urging itself to realize the rapid expansion of users’ number and find a new driving force for income growth in the household market through the household broadband network services as the breakthrough. In the process of the development of household market, the post of community manager has been developed from nothing. The interference of the original organizational structure and the lack of scientific and rational job design research, led to the conflict between the organizational structure and the responsibilities of the community manager, the unclear qualifications of the community manager, the missing of the corresponding cultivation of personnel's ability and the business knowledge reserve, and the internal communication barriers caused by the shortcomings in the key business processes, etc., resulting in low organizational efficiency and difficulties in supporting the daily work carried out for tackling the household market. This paper focuses on the establishment and development of China Mobile Communications Group Beijing Co., Ltd. in the family market, putting forward the diagnosis based on the problems resting with the job design of its core position - community manager and taking Chaoyang Branch's organizational structure and post settings as samples for analysis. As the household market is a new field pioneered by China Mobile and the community manager as the core position in market expansion plays a significant role in the development of this field, this paper puts emphasis on analyzing the status quo of post design for the community manager from the third to fifth chapters, starting from the perspectives of professional competence, job responsibilities, duty-right equivalence, and organizational structure, etc., diagnosing the problems of post design while presenting the improvement plan. Through evaluating the improvement plan by the closed-loop revaluation of the implementation, it clearly outputs the job responsibilities of community managers, provides the research results that can be used for reference and quickly replicated in the talent selection, performance appraisal and organizational optimization, so as to facilitate the efficient and substantial development of enterprise in the emerging markets.