胜利石油管理局社区发展对策研究
摘要
胜利石油管理局是一个以油气资源开发为主的国有特大型企业，职工家属约40万人，由于其特殊的地理位置和历史原因，油田企业一直自行承担了社区服务和社会保障职能，自九七年起胜利油田先后成立了10个社区，大约2.8万人，主要担负物业管理、中小学及幼儿教育、医院、治安等服务性工作，随着油田改革的深入，对社区的财务补贴逐年减少，社区移交地方政府困难重重，社区的生存与发展直接关系到油田的稳定与发展，为此，本文研究的目的在于通过对胜利石油管理局社区现状分析，找出存在的问题，寻找一条可行的发展道路，促进社区的发展。
本文采取的研究方法主要是环境分析和对比分析研究，对油田社区内外环境进行分析，找出存在问题，制定研究对策，探索油田社区的未来发展之路。
通过分析研究得出结论是目前胜利石油管理局社区的部分职能要移交地方政府。油田社区的发展主要靠自我发展，大力发展社区主导产业。对社区内部各业务板块，要进一步分清职能，明晰费用，区别对待，逐步实现管理职能与经营职能分开；对承担政府职能的板块，要明确费用标准，增强公仆意识，使其达到相应的社会化水平；对承担经营职能的板块，要一业为主，多元发展，树立市场意识，调整体制，完善机制，努力做强做大多元经济，实现企业规模和效益的同步增长。
ShengLi Oil Field is an oversize state-owned enterprise with almost 400,000 employee and family members.As a result of special location and historic reason,fu-nction of community service and social security are also taken on by enterprises alone until 1997 when ten communities are founded successively.These communities have about 28,000 persons and they mainly take on some service function such as estate management,education of elementary school and infant,hospital and public security and so on. With OilField's reform going deeply,financial allowance to communities is decreased every year.At the same time,it is very hard to hand over communities to local government. Now communities 'survival and development have a deep effect on stability of oil field.A feasible way to accelerate communities'evelopment is discussed in this article by analyzing actuality of communities and exiting problems.
Environment analysis and contrast analysis are used in this article. More attention is paid to environment of inside and outside communities to plan countermeasure and to explore communities'future.
Conclusion is drawn by analysis that part of communities'function should be handed over to local government. Communities must develop by themselves. Dominant property should be developed vigorously and the function of all interial divisions should be discriminated to realize management and operation apart.Those who take on governmental function should define expense criterion and strengthen public servant consciousness to reach a high socialization.Diverse development and marketing conception are needed to those who take on operational function.Also effective system and perfect mechanism are crucial to make synchronic increase on both scale and benefit.
本文采取的研究方法主要是环境分析和对比分析研究，对油田社区内外环境进行分析，找出存在问题，制定研究对策，探索油田社区的未来发展之路。
通过分析研究得出结论是目前胜利石油管理局社区的部分职能要移交地方政府。油田社区的发展主要靠自我发展，大力发展社区主导产业。对社区内部各业务板块，要进一步分清职能，明晰费用，区别对待，逐步实现管理职能与经营职能分开；对承担政府职能的板块，要明确费用标准，增强公仆意识，使其达到相应的社会化水平；对承担经营职能的板块，要一业为主，多元发展，树立市场意识，调整体制，完善机制，努力做强做大多元经济，实现企业规模和效益的同步增长。
ShengLi Oil Field is an oversize state-owned enterprise with almost 400,000 employee and family members.As a result of special location and historic reason,fu-nction of community service and social security are also taken on by enterprises alone until 1997 when ten communities are founded successively.These communities have about 28,000 persons and they mainly take on some service function such as estate management,education of elementary school and infant,hospital and public security and so on. With OilField's reform going deeply,financial allowance to communities is decreased every year.At the same time,it is very hard to hand over communities to local government. Now communities 'survival and development have a deep effect on stability of oil field.A feasible way to accelerate communities'evelopment is discussed in this article by analyzing actuality of communities and exiting problems.
Environment analysis and contrast analysis are used in this article. More attention is paid to environment of inside and outside communities to plan countermeasure and to explore communities'future.
Conclusion is drawn by analysis that part of communities'function should be handed over to local government. Communities must develop by themselves. Dominant property should be developed vigorously and the function of all interial divisions should be discriminated to realize management and operation apart.Those who take on governmental function should define expense criterion and strengthen public servant consciousness to reach a high socialization.Diverse development and marketing conception are needed to those who take on operational function.Also effective system and perfect mechanism are crucial to make synchronic increase on both scale and benefit.
引文
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[3]郭婉容．个体经济学．第二版．台湾：三民书局，1980，23．
[4]郭婉容．总体经济学．第四版．台湾：三民书局，1980，34．
[5]赵炳贤．资本运营论．企业管理出版社，1997，45．
[6]帕帕斯，布里格里．张隆高，司徒淳译．管理经济学．沈阳：辽宁出版社，1985，25．
[7]朱乐尧，朱贤平，周淑景．经济学通论．大连：大连理工大学出版社，1996，35．
[8]夏晓燕．浦东新区现代化社区管理模式．上海：上海综合经济，1995，9．
[9]陈宪．发展城市社区经济的思考．上海：上海经济研究，2000，21．
[10]金镝．经济学．大连：大连理工大学出版社，1998，39．
[11]任远．论社区是我国社会经济协调发展的有效载体和良好机制．北京：政治学研究，总第103期，11．
[12]葛寿昌．社会保障经济学．上海：上海财经大学出版社，1999，13．
[13]于连生．大连市区街经济发展问题与对策．大连：大连大学学报，2000年2月，第21卷，1．
[14]彭平湘．当今“企业社区”如何走．北京：社区，总24期，34．
[15]陈涛．社区发展：历史、理论和模式．北京：中国人口、资源与环境，1997年3月，第7卷，1．
[16]赵良庆．创新发展模式构建专业化、社会化、企业化的新型社区．北京：经济研究参考，1999，10．
[17]臧国富．专业化管理 社会化服务—中原油田社区管理案例．北京：经济研究参考，1999，34-35．
[18]吴勇军．止确定位社区文化、促进社区文化发展．北京：石油经济
参考，2001，10．
[19]Marsh B.Continuity ang decline in the anthracite towns of Pennsylvania[J].Annals of the Association of.American Geographers, 1987,77(3):337.
[20]Gillam.Enhancing socialinter action in newvresource towns: planning perspectives[J].Journal of Economic and Social Geography(TESG), 1990,81(5):348-349.
[21]Warren RL.The Community in Ammerica[M].Chicago;Rand Mcnally College Publishing, 1963,45.
[22]Houghton DS.Long distance commuting:a new approach to mining in Australia[j].Geographical journal, 1993,159(3):281-282.