中油国际公司组织变革探索
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摘要
中国石油集团自1993年实施"走出去"战略以来,逐步形成"二级行政、三级业务"的"二三"管理体制。在现阶段经营环境下,"二三"管理体制既提升了海外业务跨区域整体协调运行和统一配置资源的难度,也增加了地区公司纯中方事务的管理负担和各类不可回收的管理费用支出,在公司组织机构方面也带来一定影响。中油国际公司通过全面对标跨国石油公司先进实践,创新开展组织架构顶层设计,快速推进优化重组和管理流程再造,多措并举克服组织变革阻力,压茬跟进开展有效性评估,全力推进以培育全球竞争力为目标的海外投资业务组织变革,创新构建"三级"管理体制,顺利完成子公司改制。不仅使得海外油气业务机制体制改革取得实质性突破,而且对央企人力资源管理国际化具有较强的借鉴意义。
Having stepped into the world international oil market since 1993, CNPC has evolved into a regime of "twolevels-administration" and "three-levels-business" which not only increased difficulties of trans-regional overall coordination and unified resource allocation of the overseas business, but also added the management burden of purely Chinese affairs and various non-recoverable management expenses of regional companies, and some impacts on the company's organizational structure. CNODC has diagnosed its present organization structure and compared several organizational indices and instances between CNODC and world-famous oil majors. Multiple measures have been taken to overcome the obstacles in the process of reformation, including innovated modification and reconstruction for work procedure, improved the organization reform process while consistently analyzed feedbacks from all levels, drove the reformation for enterprise organization structure in overseas oil investment at full stretch, innovatively established a "three-level" management system and successfully completed the restructuring of subsidiaries. CNODC not only achieved a breakthrough in substantive issues in regime and mechanism reformation, but also offered a good reference for internationalizing human resource management for China's state-enterprises running multinational business.
Having stepped into the world international oil market since 1993, CNPC has evolved into a regime of "twolevels-administration" and "three-levels-business" which not only increased difficulties of trans-regional overall coordination and unified resource allocation of the overseas business, but also added the management burden of purely Chinese affairs and various non-recoverable management expenses of regional companies, and some impacts on the company's organizational structure. CNODC has diagnosed its present organization structure and compared several organizational indices and instances between CNODC and world-famous oil majors. Multiple measures have been taken to overcome the obstacles in the process of reformation, including innovated modification and reconstruction for work procedure, improved the organization reform process while consistently analyzed feedbacks from all levels, drove the reformation for enterprise organization structure in overseas oil investment at full stretch, innovatively established a "three-level" management system and successfully completed the restructuring of subsidiaries. CNODC not only achieved a breakthrough in substantive issues in regime and mechanism reformation, but also offered a good reference for internationalizing human resource management for China's state-enterprises running multinational business.
引文
[1]戴维·尤里奇.人力资源转型:为组织创造价值和达成成果[M].李祖滨,孙晓平,译.北京:电子工业出版社,2015.
[2]雷奕敏,马超群.经济增加值法(EVA)与企业价值评估[J].现代管理科学,2005(10):22-24.
[3]黄纳新.基于EVA的企业价值评估方法应用研究[J].经营管理者,2015(22):4-5.
[2]雷奕敏,马超群.经济增加值法(EVA)与企业价值评估[J].现代管理科学,2005(10):22-24.
[3]黄纳新.基于EVA的企业价值评估方法应用研究[J].经营管理者,2015(22):4-5.