水电厂物业管理的模式研究
摘要
当前，我国电力工业管理体制改革已进入实质性阶段。作为电力工业管理体制改革的重要组成部分的水电厂改革，也在不断地加快，水电厂改革的重点和难点就在于实现“两个分离”，即后勤服务与主业的分离，运行和检修的分离，后者的分离已基本实现，而后勤服务与主业分离已是迫在眉睫。如何按“小管理、大服务”的思路和建立现代企业制度的要求，将后勤服务单位改组为具有独立法人实体?目前的研究成果还不能满足实际的需要。
本文回顾了物业管理的发展演变过程，总结和归纳了有关物业管理的理论，明确了我国水电厂物业管理企业的发展方向，设计了组织模式，设想了如何建立企业文化，建立了水电厂物业管理评价模型。本文的主要工作和结论如下：
① 根据水电厂物业管理企业的现状，针对水电厂物业管理的特点，提出了水电厂物业管理企业产权、组织结构、运行机制的模式。主要包括：在产权结构上实行多元化，而实现多元化最有效途径是实行内部员工持股；在组织结构上实行分工合理、责权明确、政企分开、管理科学、经营机制灵活的组织体制；在运行机制上，人力资本作为资本而存在，对企业的生存和发展起关键性作用，对人力资本的激励不能用一般用人机制来激励，而应以期权为主要内容的激励办法，同时重视对物业管理处主任的培养和塑造。
② 根据水电厂物业管理企业文化的要求和原则，构建水电厂物业管理企业文化应树立四大理念：即有效地贯彻诚信理念；牢固树立物业管理品牌理念；树立团队精神理念；树立等级差别理念。
③ 通过对水电厂物业管理企业外部环境、顾客满意同其他相关方满意，顾客价值与利益相关方的讨论和分析，得出顾客满意程度与物业增值率是评价水电厂物业管理的模式优劣重要指标，建立了相应的测评模型，并且举例应验测评模型。
④ 以三峡电厂——葛洲坝电厂物业管理为例，具体论述了宜昌九州置业有限公司适应物业整合的适应性改造途径，在保证服务质量的前提下和充分考虑稳定的基础上，整合核心业务、突出专业化管理，实现物业和物业辅助产业的分离，同时人员随业务的变动而变动，合理调整人员。在此基础上，组建长江置业股份有限公司，以规范化、市场化方式进行三峡电厂——葛洲坝电厂的物业管理工作。
Now, the reform of power industry managerial system of China is coming into the implement period. As one important part of power industry managerial system of China, the reform of hydro-electric power plant has been accelerated continuously. The emphases and difficulty of the plant reform is how to separate the main business and the logistic service, and how to separate the operation and maintenance. As the latter has been achieved mostly, the separation of the main business and the logistic service must be achieved as soon as possible. How to change the logistic service group into incorporated association in accordance with the concept of "small management and large service" and the request of establishing modern enterprise system? At present the research results does not illuminate this issue entirely.
The paper looked back on the process of evolution of the property management, summarized and concluded the theories about property management. It pointed out the developing direction for the property management corporation in hydro-electric power plant in china, designed the organization mode, conceived how to establish the corporate culture, established the model of evaluating property management in hydro-electric power plant. The main contents and conclusions of the paper are as follows:
According to the situation and characteristic of property management corporation of hydro-electric power plant, the property right, organizational structure and model of operational mechanism are presented. These include to carry out diversification of property right and the important way to achieve it is to hold stocks by the staffs. In organizational structure established organizational mechanism, which has the characteristic of rational division of work, specific responsibility; separation of the government from those of the enterprise, scientific management and flexible business. In operating mechanism the talents, who regard as capital, are the most important factor to the survival and development of the corporation. BY using staff holding stocks to inspirit the talents and attach importance to the training of the director of department of property management.
According to the corporate culture requirement and principle of property management corporation of hydro-electric power plant, four theories that property management corporation must possess have been established. They are good faith manner, reputation conception, team spirit and rank difference conception.
Through the discuss and analysis to the client satisfaction, interrelated aspect
satisfaction, client advantage and value, exterior circumstance of property management corporation of hydro-electric power plant, client satisfaction degree and value added ratio of property management, which are important criterion of evaluating property management of hydroelectric power plant, are deduced. The corresponding evaluating model is built up and examples to evaluate the model is given.
The paper took Three Gorges and Gezhouba hydro-electric power plant as an example to discuss the adaptability reform of Yichang Jiuzhou ZhiYe Co. Ltd. to adapt the requirement of property management conformity. Based on high quality service and stabilization condition, it needs to regulates core business, emphases specialized management, carry out the separation between main business and assistant business of property management, regulate the personnel position reasonably according to the business alteration. According to these factors, Yangtze ZhiYe stock company can be established to engage the property management of Three Gorges and Gezhouba hydro-electric power plant by the market principle and standardization.
本文回顾了物业管理的发展演变过程，总结和归纳了有关物业管理的理论，明确了我国水电厂物业管理企业的发展方向，设计了组织模式，设想了如何建立企业文化，建立了水电厂物业管理评价模型。本文的主要工作和结论如下：
① 根据水电厂物业管理企业的现状，针对水电厂物业管理的特点，提出了水电厂物业管理企业产权、组织结构、运行机制的模式。主要包括：在产权结构上实行多元化，而实现多元化最有效途径是实行内部员工持股；在组织结构上实行分工合理、责权明确、政企分开、管理科学、经营机制灵活的组织体制；在运行机制上，人力资本作为资本而存在，对企业的生存和发展起关键性作用，对人力资本的激励不能用一般用人机制来激励，而应以期权为主要内容的激励办法，同时重视对物业管理处主任的培养和塑造。
② 根据水电厂物业管理企业文化的要求和原则，构建水电厂物业管理企业文化应树立四大理念：即有效地贯彻诚信理念；牢固树立物业管理品牌理念；树立团队精神理念；树立等级差别理念。
③ 通过对水电厂物业管理企业外部环境、顾客满意同其他相关方满意，顾客价值与利益相关方的讨论和分析，得出顾客满意程度与物业增值率是评价水电厂物业管理的模式优劣重要指标，建立了相应的测评模型，并且举例应验测评模型。
④ 以三峡电厂——葛洲坝电厂物业管理为例，具体论述了宜昌九州置业有限公司适应物业整合的适应性改造途径，在保证服务质量的前提下和充分考虑稳定的基础上，整合核心业务、突出专业化管理，实现物业和物业辅助产业的分离，同时人员随业务的变动而变动，合理调整人员。在此基础上，组建长江置业股份有限公司，以规范化、市场化方式进行三峡电厂——葛洲坝电厂的物业管理工作。
Now, the reform of power industry managerial system of China is coming into the implement period. As one important part of power industry managerial system of China, the reform of hydro-electric power plant has been accelerated continuously. The emphases and difficulty of the plant reform is how to separate the main business and the logistic service, and how to separate the operation and maintenance. As the latter has been achieved mostly, the separation of the main business and the logistic service must be achieved as soon as possible. How to change the logistic service group into incorporated association in accordance with the concept of "small management and large service" and the request of establishing modern enterprise system? At present the research results does not illuminate this issue entirely.
The paper looked back on the process of evolution of the property management, summarized and concluded the theories about property management. It pointed out the developing direction for the property management corporation in hydro-electric power plant in china, designed the organization mode, conceived how to establish the corporate culture, established the model of evaluating property management in hydro-electric power plant. The main contents and conclusions of the paper are as follows:
According to the situation and characteristic of property management corporation of hydro-electric power plant, the property right, organizational structure and model of operational mechanism are presented. These include to carry out diversification of property right and the important way to achieve it is to hold stocks by the staffs. In organizational structure established organizational mechanism, which has the characteristic of rational division of work, specific responsibility; separation of the government from those of the enterprise, scientific management and flexible business. In operating mechanism the talents, who regard as capital, are the most important factor to the survival and development of the corporation. BY using staff holding stocks to inspirit the talents and attach importance to the training of the director of department of property management.
According to the corporate culture requirement and principle of property management corporation of hydro-electric power plant, four theories that property management corporation must possess have been established. They are good faith manner, reputation conception, team spirit and rank difference conception.
Through the discuss and analysis to the client satisfaction, interrelated aspect
satisfaction, client advantage and value, exterior circumstance of property management corporation of hydro-electric power plant, client satisfaction degree and value added ratio of property management, which are important criterion of evaluating property management of hydroelectric power plant, are deduced. The corresponding evaluating model is built up and examples to evaluate the model is given.
The paper took Three Gorges and Gezhouba hydro-electric power plant as an example to discuss the adaptability reform of Yichang Jiuzhou ZhiYe Co. Ltd. to adapt the requirement of property management conformity. Based on high quality service and stabilization condition, it needs to regulates core business, emphases specialized management, carry out the separation between main business and assistant business of property management, regulate the personnel position reasonably according to the business alteration. According to these factors, Yangtze ZhiYe stock company can be established to engage the property management of Three Gorges and Gezhouba hydro-electric power plant by the market principle and standardization.
引文
[1] 王青兰等．物业管理导论．中国建筑出版社，2000．16-17
[2] 郝寿义．物业管理通论．中国海天出版社，1996
[3] 范克虎等．物业管理公司实务．东南大学出版社，2000
[4] 张连生等．物业管理案例分析．东南大学出版社，2000
[5] 深圳市物业管理协会．物业管理．深圳市物业管理出版社．2001，第8期．4-7
[6] 刘洪立等．房地产基本制度与政策．中国物价出版社，1996
[7] 陈华彬等．现代建设物区分所有权制度研究．法律出版社，1995
[8] 中国物业管理协会．中国物业管理冲国物业管理杂志社，2002．第2期
[9] 中国行政管理学会后勤管理研究会．中国后勤改革与发展．中国轻工业出版社，1998．42-44
[10] 李春涛等．物业管理基础教程(修订本)．上海三联书店，1998
[11] 王青兰等．物业管理导论冲国建筑出版社，2000．35-48
[12] Robert C. kyle Property Management :6th Edition. Real Estate Education Company,1999
[13] Anthony Downs, David Dowling .Principles of Real Estate Management .Inst of Real Estate Management, 1994
[14] Marc J. Schniederjans. International facility Acquisition and Location Analysis. Quorum Books, 1999
[15] John P. Mahoney ,Linda S Keckler.The Complete Guide to Contract Management for Facilities Services. Pt pubns, 1996
[16] 徐国平等．管理学．清华大学出版社，1994
[17] Euromonitor International. Commecrial real estate and property management in the United States. MarketResearch. Com, 2001
[18] William Wrennall. Quarterman Lee. Handbook of Commercial and Industrial Facilities Management. McGraw-Hill Professional Publishing,1994
[19] Stepnen P Robbins. manage. Prentice hall Inc,1994
[20] 中国物业管理．优秀论文集．中国物业管理协会，2001
[21] David G. Cotts. The Facility Management Handbook. 2nd Endition. Amacom ,1998
[22] Stephen E Robbins. Organizational management. Prentice hall Inc,1996
[23] Gary Dessler.Human resoures management. Prentice hall Inc,1994
[24] 斯图尔特·克雷纳．管理必读50种．海南出版社，2001
[25] 李宝山．管理经济学．企业管理出版社，1997
[26] 魏杰．企业制度安排．中国发展出版社，2002
[27] Roger P. Wessel. Facitities Engineering and Management Handbook. McGraw-Hill Professional Publishing,2000
[28] James E. Piper. Handbook of Facility Management. Building News,1995
[29] Bernard T Lewis .Facility Manager's operation and maintenance Handbook .McGraw-Hill Professional Publishing,1999
[30] 中国水电企业管理协会．水力发电企业管理．辽宁科学技术出版社，1995
[31] 魏杰．企业文化塑造．中国发展出版社，2002
[32] 刘光明．企业文化．经济管理出版社，2002
[33] 全国质量管理和质量保证标准化技术委员会秘书处．2000牌质量管理体系国家标准理解与实施．中国标准出版社，2001
[34] Terry wireman .Pereloping Performance Indicators for managing maintenance.Induslrial Pr,1999
[35] 斯图尔特·克雷纳．管理大师50人．海南出版社，2001
[36] Association of energy Engineers. Integrated Solutions for Energy &Facility Management. Fairmont Press,2002
[37] 倪书洪等．电力企业管理．湖北科学技术出版社，1992
[38] 徐二明．企业战略管理．中国经济出版社，1998
[39] Ove Granstrand.The Economics and Management of intellectual Property.Edward Elgar Pub ,2000
[40] 张富山．顾客满意——关注焦点．中国计划出版社，2001
[41] 任五珑．技术经济学．重庆大学出版社，2001
[42] 宜吕九州置业有限公司．宜吕九州置业有限公司简介．宜昌九州置业有限公司编，2003
[43] 三峡电厂．三峡电厂简介．三峡电厂编，2003
[2] 郝寿义．物业管理通论．中国海天出版社，1996
[3] 范克虎等．物业管理公司实务．东南大学出版社，2000
[4] 张连生等．物业管理案例分析．东南大学出版社，2000
[5] 深圳市物业管理协会．物业管理．深圳市物业管理出版社．2001，第8期．4-7
[6] 刘洪立等．房地产基本制度与政策．中国物价出版社，1996
[7] 陈华彬等．现代建设物区分所有权制度研究．法律出版社，1995
[8] 中国物业管理协会．中国物业管理冲国物业管理杂志社，2002．第2期
[9] 中国行政管理学会后勤管理研究会．中国后勤改革与发展．中国轻工业出版社，1998．42-44
[10] 李春涛等．物业管理基础教程(修订本)．上海三联书店，1998
[11] 王青兰等．物业管理导论冲国建筑出版社，2000．35-48
[12] Robert C. kyle Property Management :6th Edition. Real Estate Education Company,1999
[13] Anthony Downs, David Dowling .Principles of Real Estate Management .Inst of Real Estate Management, 1994
[14] Marc J. Schniederjans. International facility Acquisition and Location Analysis. Quorum Books, 1999
[15] John P. Mahoney ,Linda S Keckler.The Complete Guide to Contract Management for Facilities Services. Pt pubns, 1996
[16] 徐国平等．管理学．清华大学出版社，1994
[17] Euromonitor International. Commecrial real estate and property management in the United States. MarketResearch. Com, 2001
[18] William Wrennall. Quarterman Lee. Handbook of Commercial and Industrial Facilities Management. McGraw-Hill Professional Publishing,1994
[19] Stepnen P Robbins. manage. Prentice hall Inc,1994
[20] 中国物业管理．优秀论文集．中国物业管理协会，2001
[21] David G. Cotts. The Facility Management Handbook. 2nd Endition. Amacom ,1998
[22] Stephen E Robbins. Organizational management. Prentice hall Inc,1996
[23] Gary Dessler.Human resoures management. Prentice hall Inc,1994
[24] 斯图尔特·克雷纳．管理必读50种．海南出版社，2001
[25] 李宝山．管理经济学．企业管理出版社，1997
[26] 魏杰．企业制度安排．中国发展出版社，2002
[27] Roger P. Wessel. Facitities Engineering and Management Handbook. McGraw-Hill Professional Publishing,2000
[28] James E. Piper. Handbook of Facility Management. Building News,1995
[29] Bernard T Lewis .Facility Manager's operation and maintenance Handbook .McGraw-Hill Professional Publishing,1999
[30] 中国水电企业管理协会．水力发电企业管理．辽宁科学技术出版社，1995
[31] 魏杰．企业文化塑造．中国发展出版社，2002
[32] 刘光明．企业文化．经济管理出版社，2002
[33] 全国质量管理和质量保证标准化技术委员会秘书处．2000牌质量管理体系国家标准理解与实施．中国标准出版社，2001
[34] Terry wireman .Pereloping Performance Indicators for managing maintenance.Induslrial Pr,1999
[35] 斯图尔特·克雷纳．管理大师50人．海南出版社，2001
[36] Association of energy Engineers. Integrated Solutions for Energy &Facility Management. Fairmont Press,2002
[37] 倪书洪等．电力企业管理．湖北科学技术出版社，1992
[38] 徐二明．企业战略管理．中国经济出版社，1998
[39] Ove Granstrand.The Economics and Management of intellectual Property.Edward Elgar Pub ,2000
[40] 张富山．顾客满意——关注焦点．中国计划出版社，2001
[41] 任五珑．技术经济学．重庆大学出版社，2001
[42] 宜吕九州置业有限公司．宜吕九州置业有限公司简介．宜昌九州置业有限公司编，2003
[43] 三峡电厂．三峡电厂简介．三峡电厂编，2003