四川电力送变电建设公司的内部管理改造探究
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摘要
当前，中国经济发展的首要问题仍然是国企改革，从我国改革开放之初到现在已二十多年了，国企的改革总是沿着政府设计的模式，自上而下，小心翼翼地进行着。这种在以稳定为前提下的“渐进式”改革模式也的的确确为中国经济的发展作出了巨大贡献。然而随着我国经济的市场化程度的不断提高，特别是我国加入WTO之后，中国经济逐渐与世界经济接轨。WTO的规则，说到底就是市场经济的规则，WTO的规则将会迫使国有企业按照全然不同于以往的新观念去思考、决策。这一切行动可能并不让所有国企的管理者们心甘情愿，但他们无法躲避这种规则变化所带来的冲击，他们责无旁贷，也别无选择。
笔者长期在国企从事管理工作，对国企管理普遍存在的问题有深刻的体会。笔者通过以四川送变电建设公司这家处于垄断行业内的国营企业为研究对象，从企业所面临的环境入手，分析企业所面临的机会与威胁，论证企业必须通过内部管理改造，才能获得新的发展动力。
本论文将以对四川电力送变电建设公司的调查诊断报告为基础，针对公司在内部运行机制上的一系列问题，作出公司内部管理改造的设想与对策研究。从内容上看，涉及到企业法人治理结构，企业产权制度、企业管理制度、企业文化、企业发展战略等内容。企业产权制度是企业经营管理活动赖以存在的基础，没有良好的产权制度，企业就不可能充
满活力和快速发展。国有资产，其先天素质是不适应市场经济的，这是国有企业效率低下的根本原因。国有企业的管理者们往往是因为政治压力，被动地承担国有资产“保值增殖”的责任，因而造成了企业管理者们维持的观点十分强烈，对于企业中长期的发展战略缺乏必要的思索与研究。
国企管理制度在很大程度上依赖于人的责任心去维持，因而难以形成有效的人力资源管理体系。国企自身为员工们提供的获取成就的机会十分有限，造成了企业“官本位”思想十分严重。企业文化体系中的“平均”文化、“勾兑”文化对企业的发展产生了巨大的阻碍作用，笔者在分析其产生根源的基础上，将着重探索如何建立一种新型的管理制度和企业文化。
由于人们对旧体制和权力的迷恋，国企的内部改造是一项十分艰难的过程。不管你为其作出了再佳的改造方案，其实施过程都将会遇到巨大阻力，因而国企的改革是不能照搬西方企业的改造方法，应把先进的管理理论与企业的实际结合起来，防止改造过程产生过大的振荡，这是每一位改革者必须深思熟虑的问题。
总之，本文通过分析四川电力送变电建设公司在发展过程中的现实问题，探讨企业的内部管理改造，这对于即将迎接入世挑战的电力基建企业来说，是十分有价值的事情。本文的研究对于该企业的管理者们，也将会有非常重要的现实意义。
At present, the primary problem of Chinese economic development is still the state-owned enterprise reform. For more than 20 years since the beginning of reform and opening to the outside world, the state-owned enterprise reform has been always carried out very cautiously at all levels following the government-designed model. The progressive model of reform under the prerequisite of stability has definitely made a great contribution to Chinese economic development. However, with the improvement of market economy, especially after the entry to WTO, Chinese economy is gradually connected with world economy. The WTO rules, which are market economy rules actually, will push state-owned enterprises to think and make policies with new concepts that are completely different from the old ones. Directors of state-owned enterprises may be unwilling to accept the fact, but they are unable to avoid the shock caused by rule changes. They are duty-bound and can go nowhere else.
The author has been engaged in the managing work of a state-owned enterprise, and knows a lot about the problems universally existing in the management of state-owned enterprises. Taking Sichuan Electric Transmission and Construction Company as study object, the anthor analyzes the opportunities and challenges provided by the environment enterprises are faced with and proves that only through internal management reform can enterprises get new motive power of development.
This thesis based on the investigation diagnose report of Sichuan Electric
Transmission and Construction Company, aims at a series of problems in the company's internal operation mechanism and makes an assumption and countermeasure study of the company's internal management reform. It covers the legal person administration structure, system of enterprise administration, enterprise culture and strategy of enterprise development etc. Enterprise property right is the foundation of enterprise managing and administrating activity. Without a sound system of property right, enterprise can't develop rapidly and energetically. The nature of state-owned property does not fit in with the market economy, which is the basic reason for the low efficiency of state-owned enterprises. The directors of state-owned enterprises always passively shoulder the responsibility of keeping and raising the value of state-owned property under the political pressure, which therefore results in their strong view of maintenance and lack of necessary thoughts and study of enterprise`s mid-term and long-term development strategy.
The system of state enterprise management is, to a great extent, kept by the sense of responsibility, so it is difficult to form an efficient manpower resources managing system. The opportunity of obtaining achievement provided by state-owned enterprise itself is quite limited, which brings about the serious phenomenon that of the administrative posts have been long occupied by some officials. The Equality culture and Intimate culture in enterprise culture system has greatly hindered the enterprise`s development and this paper mainly finds out how to set up a new type of managing system and enterprise culture on the basis of analyzing their origin.
Because of people's infatuation for the old system and their power, the
internal reform becomes difficult. No matter how fine a reform program you make is, when it is implemented, it will inevitably meet with resistance. Therefore, state-owned enterprises shall combine the advanced management theories with the real conditions of enterprises instead of copying the Western enterprise reform and prevent the chaos from forming in the process of reform. This is the problem every reformer must carefully consider.
In general, this thesis seeks and discusses the internal management reform through analysis of the problems arising in the developing process of Sichuan Electric Transmission and Construction Company, and it is valuable to electric construction enterprises as the challenge is approaching after the entry to WTO. This
笔者长期在国企从事管理工作，对国企管理普遍存在的问题有深刻的体会。笔者通过以四川送变电建设公司这家处于垄断行业内的国营企业为研究对象，从企业所面临的环境入手，分析企业所面临的机会与威胁，论证企业必须通过内部管理改造，才能获得新的发展动力。
本论文将以对四川电力送变电建设公司的调查诊断报告为基础，针对公司在内部运行机制上的一系列问题，作出公司内部管理改造的设想与对策研究。从内容上看，涉及到企业法人治理结构，企业产权制度、企业管理制度、企业文化、企业发展战略等内容。企业产权制度是企业经营管理活动赖以存在的基础，没有良好的产权制度，企业就不可能充
满活力和快速发展。国有资产，其先天素质是不适应市场经济的，这是国有企业效率低下的根本原因。国有企业的管理者们往往是因为政治压力，被动地承担国有资产“保值增殖”的责任，因而造成了企业管理者们维持的观点十分强烈，对于企业中长期的发展战略缺乏必要的思索与研究。
国企管理制度在很大程度上依赖于人的责任心去维持，因而难以形成有效的人力资源管理体系。国企自身为员工们提供的获取成就的机会十分有限，造成了企业“官本位”思想十分严重。企业文化体系中的“平均”文化、“勾兑”文化对企业的发展产生了巨大的阻碍作用，笔者在分析其产生根源的基础上，将着重探索如何建立一种新型的管理制度和企业文化。
由于人们对旧体制和权力的迷恋，国企的内部改造是一项十分艰难的过程。不管你为其作出了再佳的改造方案，其实施过程都将会遇到巨大阻力，因而国企的改革是不能照搬西方企业的改造方法，应把先进的管理理论与企业的实际结合起来，防止改造过程产生过大的振荡，这是每一位改革者必须深思熟虑的问题。
总之，本文通过分析四川电力送变电建设公司在发展过程中的现实问题，探讨企业的内部管理改造，这对于即将迎接入世挑战的电力基建企业来说，是十分有价值的事情。本文的研究对于该企业的管理者们，也将会有非常重要的现实意义。
At present, the primary problem of Chinese economic development is still the state-owned enterprise reform. For more than 20 years since the beginning of reform and opening to the outside world, the state-owned enterprise reform has been always carried out very cautiously at all levels following the government-designed model. The progressive model of reform under the prerequisite of stability has definitely made a great contribution to Chinese economic development. However, with the improvement of market economy, especially after the entry to WTO, Chinese economy is gradually connected with world economy. The WTO rules, which are market economy rules actually, will push state-owned enterprises to think and make policies with new concepts that are completely different from the old ones. Directors of state-owned enterprises may be unwilling to accept the fact, but they are unable to avoid the shock caused by rule changes. They are duty-bound and can go nowhere else.
The author has been engaged in the managing work of a state-owned enterprise, and knows a lot about the problems universally existing in the management of state-owned enterprises. Taking Sichuan Electric Transmission and Construction Company as study object, the anthor analyzes the opportunities and challenges provided by the environment enterprises are faced with and proves that only through internal management reform can enterprises get new motive power of development.
This thesis based on the investigation diagnose report of Sichuan Electric
Transmission and Construction Company, aims at a series of problems in the company's internal operation mechanism and makes an assumption and countermeasure study of the company's internal management reform. It covers the legal person administration structure, system of enterprise administration, enterprise culture and strategy of enterprise development etc. Enterprise property right is the foundation of enterprise managing and administrating activity. Without a sound system of property right, enterprise can't develop rapidly and energetically. The nature of state-owned property does not fit in with the market economy, which is the basic reason for the low efficiency of state-owned enterprises. The directors of state-owned enterprises always passively shoulder the responsibility of keeping and raising the value of state-owned property under the political pressure, which therefore results in their strong view of maintenance and lack of necessary thoughts and study of enterprise`s mid-term and long-term development strategy.
The system of state enterprise management is, to a great extent, kept by the sense of responsibility, so it is difficult to form an efficient manpower resources managing system. The opportunity of obtaining achievement provided by state-owned enterprise itself is quite limited, which brings about the serious phenomenon that of the administrative posts have been long occupied by some officials. The Equality culture and Intimate culture in enterprise culture system has greatly hindered the enterprise`s development and this paper mainly finds out how to set up a new type of managing system and enterprise culture on the basis of analyzing their origin.
Because of people's infatuation for the old system and their power, the
internal reform becomes difficult. No matter how fine a reform program you make is, when it is implemented, it will inevitably meet with resistance. Therefore, state-owned enterprises shall combine the advanced management theories with the real conditions of enterprises instead of copying the Western enterprise reform and prevent the chaos from forming in the process of reform. This is the problem every reformer must carefully consider.
In general, this thesis seeks and discusses the internal management reform through analysis of the problems arising in the developing process of Sichuan Electric Transmission and Construction Company, and it is valuable to electric construction enterprises as the challenge is approaching after the entry to WTO. This
引文
1、弗雷德·R·戴维：《战略管理》（concepts of strategic management） 经济科学出版社 1999年版。
2、段云程、冯俭/编著：《管理经济学》 西南财经大学出版社 1999年版
3、于建原 主编：《营销管理》 西南财经大学出版社 1999年版
4、魏杰著：《企业前言问题》 中国发展出版社 2001年版
5、《中国电力企业管理》 2001年9期、12期
6、蒋明新 主编：《人力资源管理》 西南财经大学出版社 1999年版
2、段云程、冯俭/编著：《管理经济学》 西南财经大学出版社 1999年版
3、于建原 主编：《营销管理》 西南财经大学出版社 1999年版
4、魏杰著：《企业前言问题》 中国发展出版社 2001年版
5、《中国电力企业管理》 2001年9期、12期
6、蒋明新 主编：《人力资源管理》 西南财经大学出版社 1999年版