CL公司战略及推进战略实施保障措施之研究
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摘要
建筑业是国内率先推行改革的行业之一,市场化程度较高,竞争激烈。但长期以来,行业企业内部管理粗放,管理水平不高。2008年全球金融危机的爆发,在中央政府一系列经济刺激方案及西部大开发及灾后重建等推动下,国内经济快速复苏且强劲增长,这为建筑行业带来了良好的发展机遇。但与此同时,市场竞争也日益加剧。随着全球化的推进及信息化的发展,建筑行业企业逐步与国际接轨,精细化与规范化发展要求日渐突显。进行战略调整,明确战略发展方向,提高管控水平,提高竞争力,成为当前国有建筑施工企业亟待解决的重要问题。
笔者长期以来在国有大型建筑施工企业从事企业管理工作,先后担任过几家建筑公司的高层领导,对建筑企业经营管理经历了一个由浅而深、由局部而全面的认识过程：只有顺应市场与企业自身特点的适宜的战略,加上精细化的管理,是建筑施工企业参与市场竞争、谋求持续发展的重要保证。本文的研究对象CL公司是省属国有大型建筑企业集团旗下一家子公司。作为该公司的高管,笔者将攻读EMBA期间所学的经济管理相关理论知识,结合自己的工作实际,就CL公司战略及管理方面的问题加以系统思考与研究探讨,以期对CL公司提升竞争力,做强做大,谋求持续发展提供有益的、积极的借鉴与指导。同时也希望通过本文研究,能够为国内国有建筑企业提升自身竞争力,实现跨越发展有可资参考与启示性的作用。
本文立足公司现状及问题,在分析公司面临的机遇威胁及优势劣势基础上,明确战略目标,进行战略选择,进而就组织结构再造、发展模式、人力资源、项目管控模式、信息化建设、企业文化等战略实施及内部管理方面着力进行了分析与探讨。全文由五章组成,第一章为绪论,就研究背景、研究意义及目的、研究方法、研究思路及相关理论加以概述。第二章对公司现状以及公司存在的主要问题及成因进行了分析。第三章对公司所面临的机遇、威胁及自身所具有的优势、劣势进行分析。第四章为CL公司战略目标及战略选择。第五章为CL公司推进战略实施及强化管理的相关举措进行了研究与探讨。
通过研究,笔者认为：(1)企业发展是以战略、发展模式和管控模式为先导,来促进并保证目标的实现；(2)公司要取得更快的发展必然需要找到适合本企业的发展途径和管理措施,发现公司管理的关键点,包括组织结构的再造和优化、人力资源管理、成本管理、项目的管控、风险管理,以及公司文化的建设等企业管理的重要内容；(3)公司发展环境涉及企业组织平台及其相关者的状况,企业的主要管理者必须对此深入认识,并须不断提高指导、协调和解决问题的能力；(4)知而后行,这是绝大多数管理者的务实态度,企业管理者也不例外,理论的指导、经验的吸取、对管理对象的全面洞察,是一个公司做大做强必须进行的工作内容；(5)国有建筑企业近年来发展迅猛,但市场也在不断发展和变化,公司的企业管理实践往往是在摸索中前进的。
由于笔者水平有限,文中疏漏在所难免,望专家们不吝赐教。
As one of the earliest industry carrying out in China, Construction industry has bred a competitive market within which enterprises carry out extensive operation with low-level of management. Since the global financial crisis broke out in 2008, Chinese government has carried out series of economics policies. Under the effect of these policies, Western China Development and reconstruction work after the earthquake, domestic economy have recovered rapidly and grown strongly which has brought opportunity for construction industry development. Meanwhile, market competition has been intensified day by day. Along with the advance of the Globalization and information construction, domestic construction enterprises gradually developed in the direction of preciseness and standardization which is in line with the world. It is an urgent task of concern for state-owned construction enterprises to revise corporation strategies, defining strategic goal, enhancing management ability and corporation competitiveness.
Having served as the top manager of several construction companies in the past, the author is now in charge of a state-owned construction company undertaking management job for years and thus has gradually understood this field deeply and comprehensively:only the suitable strategy, both for the market and the company, can guarantee sustained competitive advantage to a construction company. CL Company, the subject of this paper, is subsidiary company of a large-scaled state-owned provincial construction Group. In order to enhance the competitiveness of CL for further development and provide useful conclusions for those state-owned construction companies for reference, the author, top manager of CL, studies its strategy and management issues combining the economical and management theories learned during EMBA program with the operation practice.
Focusing on the present situation and operation difficulties of CL, this paper analyzes the opportunities and threats facing CL as well as strength and weakness of CL. Based on this, after defining the strategic goal of CL, we will make strategic decision and discuss the following implementation measures and internal management issues in terms of organization reconstruction, development patterns, human resources, project control modes, information establishment, enterprise culture and so on. The paper consists of five Chapters. Chapter 1 is introduction of research background, significance, purpose, methods, study thread and related theory overviews. Chapter 2 is on CL's the present situation, major operation problems and the causes, Chapter 3 analyzes the opportunities and threats facing CL as well as the strength and weakness of CL. Chapter 4 Focuses on CL'strategic goals and choices. In chapter 5 we will discuss the supporting measures of strategy implementation and management reinforcement.
After this study, we found that:(1) enterprises are guided by strategy, development pattern and control mode to accelerate the realization of their goal; (2) in order to achieve faster advancement, companies should find out suitable development paths, management measures and the critical part of corporation management, including reconstructing and optimizing organization structure, human resource management, cost control, project operation, risk management, corporation culture establishment and so on. (3) Chief executives must understand in depth that company development surrounding involve organization platforms and stakeholders'status. Moreover, they are required to keep enhancing capacities of guiding, coordinating, and problem-solving; (4) studying before action is a kind of pragmatic attitude for a majority of managers, including chief executives. If a company aims to be stronger, it should work on the following aspects:studying theories, accumulating experience and all-round studying the management objects; (5) with the market changing and expanding, state-owned construction enterprises have been developing rapidly. Because of this, our business administration practices, more often than not, have progressed in the darkness.
Due to the author's limited professional knowledge, inevitably there may be faults in this paper. Suggestions are really appreciated.
笔者长期以来在国有大型建筑施工企业从事企业管理工作,先后担任过几家建筑公司的高层领导,对建筑企业经营管理经历了一个由浅而深、由局部而全面的认识过程：只有顺应市场与企业自身特点的适宜的战略,加上精细化的管理,是建筑施工企业参与市场竞争、谋求持续发展的重要保证。本文的研究对象CL公司是省属国有大型建筑企业集团旗下一家子公司。作为该公司的高管,笔者将攻读EMBA期间所学的经济管理相关理论知识,结合自己的工作实际,就CL公司战略及管理方面的问题加以系统思考与研究探讨,以期对CL公司提升竞争力,做强做大,谋求持续发展提供有益的、积极的借鉴与指导。同时也希望通过本文研究,能够为国内国有建筑企业提升自身竞争力,实现跨越发展有可资参考与启示性的作用。
本文立足公司现状及问题,在分析公司面临的机遇威胁及优势劣势基础上,明确战略目标,进行战略选择,进而就组织结构再造、发展模式、人力资源、项目管控模式、信息化建设、企业文化等战略实施及内部管理方面着力进行了分析与探讨。全文由五章组成,第一章为绪论,就研究背景、研究意义及目的、研究方法、研究思路及相关理论加以概述。第二章对公司现状以及公司存在的主要问题及成因进行了分析。第三章对公司所面临的机遇、威胁及自身所具有的优势、劣势进行分析。第四章为CL公司战略目标及战略选择。第五章为CL公司推进战略实施及强化管理的相关举措进行了研究与探讨。
通过研究,笔者认为：(1)企业发展是以战略、发展模式和管控模式为先导,来促进并保证目标的实现；(2)公司要取得更快的发展必然需要找到适合本企业的发展途径和管理措施,发现公司管理的关键点,包括组织结构的再造和优化、人力资源管理、成本管理、项目的管控、风险管理,以及公司文化的建设等企业管理的重要内容；(3)公司发展环境涉及企业组织平台及其相关者的状况,企业的主要管理者必须对此深入认识,并须不断提高指导、协调和解决问题的能力；(4)知而后行,这是绝大多数管理者的务实态度,企业管理者也不例外,理论的指导、经验的吸取、对管理对象的全面洞察,是一个公司做大做强必须进行的工作内容；(5)国有建筑企业近年来发展迅猛,但市场也在不断发展和变化,公司的企业管理实践往往是在摸索中前进的。
由于笔者水平有限,文中疏漏在所难免,望专家们不吝赐教。
As one of the earliest industry carrying out in China, Construction industry has bred a competitive market within which enterprises carry out extensive operation with low-level of management. Since the global financial crisis broke out in 2008, Chinese government has carried out series of economics policies. Under the effect of these policies, Western China Development and reconstruction work after the earthquake, domestic economy have recovered rapidly and grown strongly which has brought opportunity for construction industry development. Meanwhile, market competition has been intensified day by day. Along with the advance of the Globalization and information construction, domestic construction enterprises gradually developed in the direction of preciseness and standardization which is in line with the world. It is an urgent task of concern for state-owned construction enterprises to revise corporation strategies, defining strategic goal, enhancing management ability and corporation competitiveness.
Having served as the top manager of several construction companies in the past, the author is now in charge of a state-owned construction company undertaking management job for years and thus has gradually understood this field deeply and comprehensively:only the suitable strategy, both for the market and the company, can guarantee sustained competitive advantage to a construction company. CL Company, the subject of this paper, is subsidiary company of a large-scaled state-owned provincial construction Group. In order to enhance the competitiveness of CL for further development and provide useful conclusions for those state-owned construction companies for reference, the author, top manager of CL, studies its strategy and management issues combining the economical and management theories learned during EMBA program with the operation practice.
Focusing on the present situation and operation difficulties of CL, this paper analyzes the opportunities and threats facing CL as well as strength and weakness of CL. Based on this, after defining the strategic goal of CL, we will make strategic decision and discuss the following implementation measures and internal management issues in terms of organization reconstruction, development patterns, human resources, project control modes, information establishment, enterprise culture and so on. The paper consists of five Chapters. Chapter 1 is introduction of research background, significance, purpose, methods, study thread and related theory overviews. Chapter 2 is on CL's the present situation, major operation problems and the causes, Chapter 3 analyzes the opportunities and threats facing CL as well as the strength and weakness of CL. Chapter 4 Focuses on CL'strategic goals and choices. In chapter 5 we will discuss the supporting measures of strategy implementation and management reinforcement.
After this study, we found that:(1) enterprises are guided by strategy, development pattern and control mode to accelerate the realization of their goal; (2) in order to achieve faster advancement, companies should find out suitable development paths, management measures and the critical part of corporation management, including reconstructing and optimizing organization structure, human resource management, cost control, project operation, risk management, corporation culture establishment and so on. (3) Chief executives must understand in depth that company development surrounding involve organization platforms and stakeholders'status. Moreover, they are required to keep enhancing capacities of guiding, coordinating, and problem-solving; (4) studying before action is a kind of pragmatic attitude for a majority of managers, including chief executives. If a company aims to be stronger, it should work on the following aspects:studying theories, accumulating experience and all-round studying the management objects; (5) with the market changing and expanding, state-owned construction enterprises have been developing rapidly. Because of this, our business administration practices, more often than not, have progressed in the darkness.
Due to the author's limited professional knowledge, inevitably there may be faults in this paper. Suggestions are really appreciated.
引文
1[美]阿尔弗雷德·钱德勒.战略与结构[M].昆明：云南人们出版社2002：15
黄旭.战略管理：思维与要径[M].北京：机械工业出版社,2007
3[美]卡彭特,桑德斯；王迎军等译.战略管理：动态观点[M].北京：机械工业出版社,2009：4
4 I Ansoff. From Strategic Planning to Strategic Management[M]. RP Declerck, RL Hayes,1976
黄旭.战略管理：思维与要径[M].北京：机械工业出版社,2007
6阿尔弗雷德·钱德勒.战略与结构[M].昆明：云南人们出版社,2002
亨利·明兹伯格.战略历程[M].北京：机械工业出版社,2006
8黄旭.战略管理：思维与要径[M].北京：机械工业出版社,2007
21黄旭.中国企业战略变革理论与实践一PC业上市公司实证研究[M].成都：西南财经大学出版社2005：62
22[美]迈克尔·A·希特,R·杜安·爱尔兰,罗伯特·E·霍斯基森,吕巍等译.战略管理：竞争与全球化(概念)(原书第4版)[M].北京：机械工业出版社,2002
23黄旭.战略管理：思维与要径[M].北京：机械工业出版社,2007
24黄旭.战略管理：思维与要径[M].北京：机械工业出版社,2007
25王希胜.建筑工程----工程总承包的分类[Z].大连法律论坛www.dalianlaw.com,2005
26中华人民共和国建设部.关于培育发展工程总承包和工程项目管理企业的指导意见[Z].2003—02—13
27李进峰.我国建筑企业总承包管理现状分析及改进[Z].建筑中文网(建筑经济),2006
28陈荣秋,马士华.生产运作管理[M].北京：高等教育出版社,2005：375-376
29迪尔,肯尼迪；李原等译.企业文化——企业生活中的礼仪与仪式[M].北京：中国人民大学出版社,2008
30[美]彼得·圣吉,张成林译.第五项修炼[M].北京：中信出版社,2009
[1][美]阿尔弗雷德·钱德勒.战略与结构[M].昆明：云南人们出版社2002
[2]黄旭.战略管理：思维与要径[M].北京：机械工业出版社,2007
[3][美]卡彭特,桑德斯；王迎军等译.战略管理：动态观点[M].北京：机械工业出版社,2009
[4]H.I. Ansoff. From Strategic Planning to Strategic Management. RP Declerck, RL Hayes,1976
[5]四川省建设管理委员会.建筑业企业分布情况[R].2009
[6][美]亨利·明兹伯格等；刘瑞红等译.战略历程[M].北京：机械工业出版社,2006
[7]西南财经大学工商管理学院.四川HS集团战略规划报告[R].2010
[8]黄旭.中国企业战略变革理论与实践—PC业上市公司实证研究[M].成都：西南财经大学出版社2005
[9][美]迈克尔·A·希特等；吕巍等译.战略管理：竞争与全球化(概念)(原书第4版)[M].北京：机械工业出版社,2002
[10]王希胜.建筑工程——工程总承包的分类[Z].大连法律论坛：www.dalianlaw.com.2005
[11]中华人民共和国建设部.建市[2003]30号文：关于培育发展工程总承包和工程项目管理企业的指导意见[Z].国家建设部网站2003—02—13
[12]李进峰.我国建筑企业总承包管理现状分析及改进[Z].建筑中文网(建筑经济),2006(8)
[13]陈荣秋,马士华.生产运作管理[M].北京：高等教育出版社,2005
[14][美]泰伦斯·迪尔,艾伦·肯尼迪；李原等译.企业文化——企业生活中的礼仪与仪式[M].北京：中国人民大学出版社,2008
[15][美]彼得·圣吉张成林译.第五项修炼[M].北京：中信出版社2009
黄旭.战略管理：思维与要径[M].北京：机械工业出版社,2007
3[美]卡彭特,桑德斯；王迎军等译.战略管理：动态观点[M].北京：机械工业出版社,2009：4
4 I Ansoff. From Strategic Planning to Strategic Management[M]. RP Declerck, RL Hayes,1976
黄旭.战略管理：思维与要径[M].北京：机械工业出版社,2007
6阿尔弗雷德·钱德勒.战略与结构[M].昆明：云南人们出版社,2002
亨利·明兹伯格.战略历程[M].北京：机械工业出版社,2006
8黄旭.战略管理：思维与要径[M].北京：机械工业出版社,2007
21黄旭.中国企业战略变革理论与实践一PC业上市公司实证研究[M].成都：西南财经大学出版社2005：62
22[美]迈克尔·A·希特,R·杜安·爱尔兰,罗伯特·E·霍斯基森,吕巍等译.战略管理：竞争与全球化(概念)(原书第4版)[M].北京：机械工业出版社,2002
23黄旭.战略管理：思维与要径[M].北京：机械工业出版社,2007
24黄旭.战略管理：思维与要径[M].北京：机械工业出版社,2007
25王希胜.建筑工程----工程总承包的分类[Z].大连法律论坛www.dalianlaw.com,2005
26中华人民共和国建设部.关于培育发展工程总承包和工程项目管理企业的指导意见[Z].2003—02—13
27李进峰.我国建筑企业总承包管理现状分析及改进[Z].建筑中文网(建筑经济),2006
28陈荣秋,马士华.生产运作管理[M].北京：高等教育出版社,2005：375-376
29迪尔,肯尼迪；李原等译.企业文化——企业生活中的礼仪与仪式[M].北京：中国人民大学出版社,2008
30[美]彼得·圣吉,张成林译.第五项修炼[M].北京：中信出版社,2009
[1][美]阿尔弗雷德·钱德勒.战略与结构[M].昆明：云南人们出版社2002
[2]黄旭.战略管理：思维与要径[M].北京：机械工业出版社,2007
[3][美]卡彭特,桑德斯；王迎军等译.战略管理：动态观点[M].北京：机械工业出版社,2009
[4]H.I. Ansoff. From Strategic Planning to Strategic Management. RP Declerck, RL Hayes,1976
[5]四川省建设管理委员会.建筑业企业分布情况[R].2009
[6][美]亨利·明兹伯格等；刘瑞红等译.战略历程[M].北京：机械工业出版社,2006
[7]西南财经大学工商管理学院.四川HS集团战略规划报告[R].2010
[8]黄旭.中国企业战略变革理论与实践—PC业上市公司实证研究[M].成都：西南财经大学出版社2005
[9][美]迈克尔·A·希特等；吕巍等译.战略管理：竞争与全球化(概念)(原书第4版)[M].北京：机械工业出版社,2002
[10]王希胜.建筑工程——工程总承包的分类[Z].大连法律论坛：www.dalianlaw.com.2005
[11]中华人民共和国建设部.建市[2003]30号文：关于培育发展工程总承包和工程项目管理企业的指导意见[Z].国家建设部网站2003—02—13
[12]李进峰.我国建筑企业总承包管理现状分析及改进[Z].建筑中文网(建筑经济),2006(8)
[13]陈荣秋,马士华.生产运作管理[M].北京：高等教育出版社,2005
[14][美]泰伦斯·迪尔,艾伦·肯尼迪；李原等译.企业文化——企业生活中的礼仪与仪式[M].北京：中国人民大学出版社,2008
[15][美]彼得·圣吉张成林译.第五项修炼[M].北京：中信出版社2009