国电电力大连庄河发电公司发展战略研究
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摘要
中国电力企业一直在国家垄断状态下,实行发、配、送、供一体管理模式,主要是受我国长期计划性经济体制和能源基础的地位影响,电力企业长期在国家计划统筹下,进行电力管理,因此电力企业一直延续长期一贯管理职能,形成了电力修造、电力建设、发电企业、电网一体化格局,随着电力体制改革,电力发电企业由国家垄断向电力市场竞争过渡,如何应对电力市场的激烈竞争,并推动电力发电企业发展,研究电力发电企业发展战略具有重要的现实意义。
本文简要介绍了国电集团、国电电力发展股份有限公司和国电电力大连庄河发电公司的现状,以现代战略管理思想和理论成果为指导,运用企业战略研究的方法,通过对国电电力大连庄河发电公司面临的政治、经济、文化、电力改革等宏观环境分析,简述了电力市场供求关系、东北电力网络框架,分析了企业的电力产品市场需求和原料供应以及行业竞争环境,对比分析了电网内地理位置和作用相当的国电电力大连庄河发电公司和华能丹东电厂,通过对国电电力大连庄河发电公司内外部环境综合分析,利用SWOT分析和战略地图工具,选择和描述了国电电力大连庄河发电公司发展战略的战略组合为:扩大融资,扩大规模,与集团公司同步和超前发展。具体化为:以电力市场为导向,以中国国电集团和国电电力发展股份有限公司为依托,实现规范化、多样化、现代化管理,达到集团一流样板工程、国内一流海滨电站,建好一期2×60MW,促成二期2×100MW,筹划三期2×100MW。本文应用平衡计分卡从经营、发展、服务、文化四个主题方面阐明了国电电力大连庄河发电公司发展战略的实施方式和方法,最后对国电电力大连庄河发电公司发展战略在组织机构配置、融资渠道、团队建设与人力资源管理、企业文化建设、基层战略制定与实施等方面提出了建设性建议,以保障公司发展战略的实施,适应电力市场的环境,推动电力发电企业在电力改革中,保持健康、持续、快速的发展。
The chinese electric power enterprise have been under state monopoly in the country, the implementation electricity generation, the power distribution, the power transmission, the power supply integration management pattern, mainly is our country long-term plan economic system and the energy foundation status influence. Electric power enterprise for a long time under national plan control and development electric power management, therefore the electric power enterprise continuously continues the long-term consistent management function, formed the electric power to build, the electric power construction, the electricity generation enterprise, the electrical network integration pattern. with the electric power reform, the electric power electricity generation enterprise by the state monopoly to the electric power market competition transition. how to the electric power market steep competition, and the impetus electric power electricity generation enterprise develops, the research electric power electricity generation enterprise developmental strategy has the important practical significance.
This article introduced GD group, GD electric power development limited liability company and GD electric power Dalian Zhuanghe electricity generation company's present situation. this article take the modern strategy management thought and the theory achievement as the instruction, through the GD electric power Dalian zhuanghe electricity generation company facing the political, economic, culture, power reform and so on the macroeconomic environment analysis, Outlined the electricity market supply and demand, the northeastpower network framework, the power of enterprise products to market demand and supply of raw materials, as well as industry competitive environment, comparison of the power grid, location and role of considerable GD Dalian Zhuanghe power company and Huaneng Dandong powerplant, by GD power company in Dalian Zhuanghe comprehensive analysis of the external environment, using SWOT analysis and strategic map tools, selection and description of the power generating companies GD Dalian Zhuanghe strategic portfolio development strategy: to expand financing ,to expand scale, with the group synchronization and advanced development. Specific into: electricity market-oriented, rely on china GD group, GD electric power development limited liability company, realization standardization, diversification, modern management, achieve the Group first-class example of engineering, the domestic first-class waterfront power station, built first issue 2 x 60 MW, contributed two two issue 2×100MW, planning three 2×100MW. In this paper, the Balanced Scorecard from operating, development, services, cultural four themes expounded GD Dalian Zhuanghe the GD electric power Dalian zhuanghe electricity generation company development strategy Implementation. Finally, the GD electric power Dalian zhuanghe electricity generation company in the development of strategic organizational system configuration, financing channels, team building and human resource management, enterprise culture, grass-roots development and implementation of strategies put forward a constructive proposal, in order to protect the company's development strategy implementation of the electricity market to the environment, promote electricity generation enterprises in the electricity reforms, maintain a healthy, sustained and rapid development.
本文简要介绍了国电集团、国电电力发展股份有限公司和国电电力大连庄河发电公司的现状,以现代战略管理思想和理论成果为指导,运用企业战略研究的方法,通过对国电电力大连庄河发电公司面临的政治、经济、文化、电力改革等宏观环境分析,简述了电力市场供求关系、东北电力网络框架,分析了企业的电力产品市场需求和原料供应以及行业竞争环境,对比分析了电网内地理位置和作用相当的国电电力大连庄河发电公司和华能丹东电厂,通过对国电电力大连庄河发电公司内外部环境综合分析,利用SWOT分析和战略地图工具,选择和描述了国电电力大连庄河发电公司发展战略的战略组合为:扩大融资,扩大规模,与集团公司同步和超前发展。具体化为:以电力市场为导向,以中国国电集团和国电电力发展股份有限公司为依托,实现规范化、多样化、现代化管理,达到集团一流样板工程、国内一流海滨电站,建好一期2×60MW,促成二期2×100MW,筹划三期2×100MW。本文应用平衡计分卡从经营、发展、服务、文化四个主题方面阐明了国电电力大连庄河发电公司发展战略的实施方式和方法,最后对国电电力大连庄河发电公司发展战略在组织机构配置、融资渠道、团队建设与人力资源管理、企业文化建设、基层战略制定与实施等方面提出了建设性建议,以保障公司发展战略的实施,适应电力市场的环境,推动电力发电企业在电力改革中,保持健康、持续、快速的发展。
The chinese electric power enterprise have been under state monopoly in the country, the implementation electricity generation, the power distribution, the power transmission, the power supply integration management pattern, mainly is our country long-term plan economic system and the energy foundation status influence. Electric power enterprise for a long time under national plan control and development electric power management, therefore the electric power enterprise continuously continues the long-term consistent management function, formed the electric power to build, the electric power construction, the electricity generation enterprise, the electrical network integration pattern. with the electric power reform, the electric power electricity generation enterprise by the state monopoly to the electric power market competition transition. how to the electric power market steep competition, and the impetus electric power electricity generation enterprise develops, the research electric power electricity generation enterprise developmental strategy has the important practical significance.
This article introduced GD group, GD electric power development limited liability company and GD electric power Dalian Zhuanghe electricity generation company's present situation. this article take the modern strategy management thought and the theory achievement as the instruction, through the GD electric power Dalian zhuanghe electricity generation company facing the political, economic, culture, power reform and so on the macroeconomic environment analysis, Outlined the electricity market supply and demand, the northeastpower network framework, the power of enterprise products to market demand and supply of raw materials, as well as industry competitive environment, comparison of the power grid, location and role of considerable GD Dalian Zhuanghe power company and Huaneng Dandong powerplant, by GD power company in Dalian Zhuanghe comprehensive analysis of the external environment, using SWOT analysis and strategic map tools, selection and description of the power generating companies GD Dalian Zhuanghe strategic portfolio development strategy: to expand financing ,to expand scale, with the group synchronization and advanced development. Specific into: electricity market-oriented, rely on china GD group, GD electric power development limited liability company, realization standardization, diversification, modern management, achieve the Group first-class example of engineering, the domestic first-class waterfront power station, built first issue 2 x 60 MW, contributed two two issue 2×100MW, planning three 2×100MW. In this paper, the Balanced Scorecard from operating, development, services, cultural four themes expounded GD Dalian Zhuanghe the GD electric power Dalian zhuanghe electricity generation company development strategy Implementation. Finally, the GD electric power Dalian zhuanghe electricity generation company in the development of strategic organizational system configuration, financing channels, team building and human resource management, enterprise culture, grass-roots development and implementation of strategies put forward a constructive proposal, in order to protect the company's development strategy implementation of the electricity market to the environment, promote electricity generation enterprises in the electricity reforms, maintain a healthy, sustained and rapid development.
引文
[1]张东生、李艳双著.《企业战略管理》.机械工业出版社.2005:15-63
[2]徐二明著.《企业战略管理》.中国经济出版社.2002:101-104
[3](美)汤普森,斯特里克兰(Thompson/Strickland)著.段盛华,王智慧,于凤霞译.《战略管理》.(第13版).中国财政经济出版社.2005
[4]〔美〕梅洛著.吴雯芳译.《战略人力资源管理》.中国财政经济出版社.2004
[5](美)希尔,(美)琼斯著.孙忠译.《战略管理》.中国市场出版社.2005
[6] (美)卡尔·W·斯特恩.,小乔治·斯波克著.波士顿顾问公司译.《公司战略透视:波士顿顾问公司管理新视野》.上海远东出版社.1999
[7]周三多,邹统钎著.《战略管理思想史》.复旦大学出版社.2003
[8]凯文著.《战略品牌管理》.中国人民大学出版社.1998
[9]乐艳芬著.《战略成本管理与企业竞争优势》.2006
[10]刘冀生著.《企业战略管理》.(第二版).清华大学出版社.2003
[11](美)柯恩,(美)罗塞尔著.汪蓉等译.《战略供应链管理:供应链最佳绩效管理原则》.人民邮电出版社.2006
[12]蒋运通著.《企业战略管理:理论、过程与实践》.企业管理出版社.2006
[13](美)弗里曼著.王彦华,梁豪译.《战略管理——利益相关者方法》.上海译文出版社.2006
[14](英)坎贝尔等著.严勇等译.《核心能力战略》.东北财经大学出版社.2003
[15](美)布洛克,(美)陈,(美)林著.王斌等译.《战略成本管理》.(第2版).人民邮电出版社.2005
[16]崔新健,王巾英著.《集团公司战略组织与管理》.清华大学出版社.2005
[17] [美]罗纳德·克林格勒,[美]约翰·纳尔班迪著.孙柏瑛等译.《公共部门人力资源管理:系统与战略》.(第四版).中国人民大学出版社.2001
[18](英)彼得·多伊尔著.朱翊敏,杨艾琳,王远怀译.《营销管理与战略》. (双语教学版).人民邮电出版社.2006
[19]任建标著.《战略运营管理》.清华大学出版社.2004
[20]陈收,毕少菲著.《企业战略管理:战略选择与核心能力》.湖南大学出版社.2003
[21]王方华,陈继祥主编.《战略管理》.上海交通大学出版社.2003
[22](美)迈克尔·波特著.陈小悦译.《竞争战略》.华夏出版社.2005
[23]刘光明著.《企业文化》.(第四版).经济管理出版社.2002
[24](美)希特(Hitt,M.A.)等著.吕巍等译.《战略管理:竞争与全球化(概念)》.(第6版).机械工业出版社.2005
[25](美)戴维著.李克宁译.《战略管理》.(第10版).经济科学出版社.2006
[26]马尔托奇奥著.刘小刚,童佳译.《战略薪酬管理》.(第三版).人民大学出版社.2005
[27]方振邦著.《战略与战略性绩效管理》.经济科学出版社.2005
[28]杨清,刘再烜著.《人力资源战略》.对外经济贸易大学出版.2003
[29]任荣伟著.《风险投资战略》.复旦大学出版社.2002
[30]美.约瑟夫等著.周眉译.《战略薪酬:人力资源管理方法》.(第二版) .社会科学文献出版社.2002
[31] [美]戴斯等著.邱琼,刘辉峰译.《战略管理:创建竞争优势》.中国财政经济出版社.2004
[32]李敬著.《多元化战略》.复旦大学出版社.2002
[2]徐二明著.《企业战略管理》.中国经济出版社.2002:101-104
[3](美)汤普森,斯特里克兰(Thompson/Strickland)著.段盛华,王智慧,于凤霞译.《战略管理》.(第13版).中国财政经济出版社.2005
[4]〔美〕梅洛著.吴雯芳译.《战略人力资源管理》.中国财政经济出版社.2004
[5](美)希尔,(美)琼斯著.孙忠译.《战略管理》.中国市场出版社.2005
[6] (美)卡尔·W·斯特恩.,小乔治·斯波克著.波士顿顾问公司译.《公司战略透视:波士顿顾问公司管理新视野》.上海远东出版社.1999
[7]周三多,邹统钎著.《战略管理思想史》.复旦大学出版社.2003
[8]凯文著.《战略品牌管理》.中国人民大学出版社.1998
[9]乐艳芬著.《战略成本管理与企业竞争优势》.2006
[10]刘冀生著.《企业战略管理》.(第二版).清华大学出版社.2003
[11](美)柯恩,(美)罗塞尔著.汪蓉等译.《战略供应链管理:供应链最佳绩效管理原则》.人民邮电出版社.2006
[12]蒋运通著.《企业战略管理:理论、过程与实践》.企业管理出版社.2006
[13](美)弗里曼著.王彦华,梁豪译.《战略管理——利益相关者方法》.上海译文出版社.2006
[14](英)坎贝尔等著.严勇等译.《核心能力战略》.东北财经大学出版社.2003
[15](美)布洛克,(美)陈,(美)林著.王斌等译.《战略成本管理》.(第2版).人民邮电出版社.2005
[16]崔新健,王巾英著.《集团公司战略组织与管理》.清华大学出版社.2005
[17] [美]罗纳德·克林格勒,[美]约翰·纳尔班迪著.孙柏瑛等译.《公共部门人力资源管理:系统与战略》.(第四版).中国人民大学出版社.2001
[18](英)彼得·多伊尔著.朱翊敏,杨艾琳,王远怀译.《营销管理与战略》. (双语教学版).人民邮电出版社.2006
[19]任建标著.《战略运营管理》.清华大学出版社.2004
[20]陈收,毕少菲著.《企业战略管理:战略选择与核心能力》.湖南大学出版社.2003
[21]王方华,陈继祥主编.《战略管理》.上海交通大学出版社.2003
[22](美)迈克尔·波特著.陈小悦译.《竞争战略》.华夏出版社.2005
[23]刘光明著.《企业文化》.(第四版).经济管理出版社.2002
[24](美)希特(Hitt,M.A.)等著.吕巍等译.《战略管理:竞争与全球化(概念)》.(第6版).机械工业出版社.2005
[25](美)戴维著.李克宁译.《战略管理》.(第10版).经济科学出版社.2006
[26]马尔托奇奥著.刘小刚,童佳译.《战略薪酬管理》.(第三版).人民大学出版社.2005
[27]方振邦著.《战略与战略性绩效管理》.经济科学出版社.2005
[28]杨清,刘再烜著.《人力资源战略》.对外经济贸易大学出版.2003
[29]任荣伟著.《风险投资战略》.复旦大学出版社.2002
[30]美.约瑟夫等著.周眉译.《战略薪酬:人力资源管理方法》.(第二版) .社会科学文献出版社.2002
[31] [美]戴斯等著.邱琼,刘辉峰译.《战略管理:创建竞争优势》.中国财政经济出版社.2004
[32]李敬著.《多元化战略》.复旦大学出版社.2002