中南电力设计院改革的若干问题探讨
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摘要
改革开放以来，我国电力发展为经济腾飞做出了巨大的贡献。然而在发电、输电、配电各环节实行一体化垄断经营的旧的电力体制不能适应建立社会主义市场经济体制的要求，阻碍了电力市场的建立。伴随着我国电力体制改革方案的出台，对国家电力公司分拆重组后，形成了五大发电集团与两大电网公司，这使电力市场引入竞争、打破垄断已成为必然趋势。在这种环境下，作为辅业的电力勘测设计系统也面临着诸多的机遇与挑战。
本论文详细叙述了中南电力设计院为适应电力工业体制改革的要求和外部环境的变化，在1998至2003年期间，采取的以建立现代企业制度和提高生产力为目的的各项改革方案，并对企业问题提出了一系列的改进措施。
论文主要分为五个部分。第一部分介绍了我国和世界国有企业的改革发展状况；第二部分对中南电力设计院的人力、业务范围、技术水平等基本情况做了介绍；第三部分对中南电力设计院的经营环境以及1998-2003年采取的以机构重组为重点的各项改革措施，包括实施工程事业部制、后勤管理部门、核算制度、分配机制、用人机制、福利制度等进行了论述；第四部分以对中南电力设计院的SWOT分析为基础，对企业在组织结构改革、激励机制、沟通等方面存在的问题进行了分析研究；第五部分论述了组织结构改革与战略的互动关系，企业长期发展方向的确定中涉及的核心竞争能力的形成、技术积累、创新以及进入新行业、新领域的可能性，进行资本运营所具备条件和制约因素，人力资源的管理，以及重塑企业文化等问题。其中人力资源的管理涉及到企业在用人上的因能而异、因人而异，物质激励和精神激励的结合，防止人才流失，及其与企业效益相结合等内容。
中南电力设计院通过这些改革措施，结合新一轮的电力建设浪潮，从一定程度上推动了企业的发展，然而在生产经营和内部管理上仍存在一定的压力。本文希望通过对企业问题的分析以及解决措施的提出，旨在提高企业经营管理水平，使企业达到长期、持续、稳定发展的目的。为电力设计勘测企业今后的改革和发展提供一定的借鉴。
The huge developing of Chinese economy has profit from development of electric power since reforming and opening in China. However the old electric system that corners the markets of generating, transmitting and distributing electricity cannot be suitable for the socialism market economy system. It counteracted the establishing of electric market. With the reformation in electric power system, the Country Electric Power Co. was split and recombined to five large generating electricity enterprise groups and two large transmitting electricity corporations. These make competition and eliminating monopolization possible. The environment brings not only development opportunity but also challenge to the electric power survey and design enterprise.
The paper depicts in detail some reforming projects during 1998 to 2003, which have been adopted by Central Southern Electric Power Design Institute (CSEPDI). The propose is to establish modern enterprise institution and develop productivity and make CSEPDI adapts to the requirement of electric power system reforming and the change of external environment. The paper also makes certain exploration on a serial of problems and their settlements
The article has five parts. The first part introduces the improvement of enterprise reformation made in China and the other countries. The second part introduces basic things of CSEPDI, which include human resource, operation field and technical level. The third part depicts external environment and some reforming measures of CSEPDI, the emphasis of which is organization recomposing made during 1998 to 2003. These measures include institution reforming of engineering business department, logistic management, audit, employment and material benefit etc. On the basis of SWOT analyses about CSEPDI, the forth part mainly analyses some management problems such as organization reformation, inspirit and communication. In the last part, some measures are put forward to solve the problems. Author describes the mutual relationship of organization reforming and developing strategy and the long-term development direction, which include how to build up core competence, accumulation and innovation of technique and the poss
ibility to enter new fields.
The condition and restriction of capital operation, human resource management and enterprise cultural rebuilding are also discussed in this part. The contents of human resource management are person employment with different capability and different kinds, combination of material and spiritual promoting, preventing loss of human resource.
Enterprise reforming combined with the new "wave tide" of an electric power development in some degrees drives CSEPDI developing rapidly. However CSEPDI is also facing to some pressures in operation and internal management. The article attempts to analyze the problems and bring forward the settlements in order to advance CSEPDl's operation and management, to have a long-term, lasting, steady development and to apply reference for the other electric power survey and design enterprises.
本论文详细叙述了中南电力设计院为适应电力工业体制改革的要求和外部环境的变化，在1998至2003年期间，采取的以建立现代企业制度和提高生产力为目的的各项改革方案，并对企业问题提出了一系列的改进措施。
论文主要分为五个部分。第一部分介绍了我国和世界国有企业的改革发展状况；第二部分对中南电力设计院的人力、业务范围、技术水平等基本情况做了介绍；第三部分对中南电力设计院的经营环境以及1998-2003年采取的以机构重组为重点的各项改革措施，包括实施工程事业部制、后勤管理部门、核算制度、分配机制、用人机制、福利制度等进行了论述；第四部分以对中南电力设计院的SWOT分析为基础，对企业在组织结构改革、激励机制、沟通等方面存在的问题进行了分析研究；第五部分论述了组织结构改革与战略的互动关系，企业长期发展方向的确定中涉及的核心竞争能力的形成、技术积累、创新以及进入新行业、新领域的可能性，进行资本运营所具备条件和制约因素，人力资源的管理，以及重塑企业文化等问题。其中人力资源的管理涉及到企业在用人上的因能而异、因人而异，物质激励和精神激励的结合，防止人才流失，及其与企业效益相结合等内容。
中南电力设计院通过这些改革措施，结合新一轮的电力建设浪潮，从一定程度上推动了企业的发展，然而在生产经营和内部管理上仍存在一定的压力。本文希望通过对企业问题的分析以及解决措施的提出，旨在提高企业经营管理水平，使企业达到长期、持续、稳定发展的目的。为电力设计勘测企业今后的改革和发展提供一定的借鉴。
The huge developing of Chinese economy has profit from development of electric power since reforming and opening in China. However the old electric system that corners the markets of generating, transmitting and distributing electricity cannot be suitable for the socialism market economy system. It counteracted the establishing of electric market. With the reformation in electric power system, the Country Electric Power Co. was split and recombined to five large generating electricity enterprise groups and two large transmitting electricity corporations. These make competition and eliminating monopolization possible. The environment brings not only development opportunity but also challenge to the electric power survey and design enterprise.
The paper depicts in detail some reforming projects during 1998 to 2003, which have been adopted by Central Southern Electric Power Design Institute (CSEPDI). The propose is to establish modern enterprise institution and develop productivity and make CSEPDI adapts to the requirement of electric power system reforming and the change of external environment. The paper also makes certain exploration on a serial of problems and their settlements
The article has five parts. The first part introduces the improvement of enterprise reformation made in China and the other countries. The second part introduces basic things of CSEPDI, which include human resource, operation field and technical level. The third part depicts external environment and some reforming measures of CSEPDI, the emphasis of which is organization recomposing made during 1998 to 2003. These measures include institution reforming of engineering business department, logistic management, audit, employment and material benefit etc. On the basis of SWOT analyses about CSEPDI, the forth part mainly analyses some management problems such as organization reformation, inspirit and communication. In the last part, some measures are put forward to solve the problems. Author describes the mutual relationship of organization reforming and developing strategy and the long-term development direction, which include how to build up core competence, accumulation and innovation of technique and the poss
ibility to enter new fields.
The condition and restriction of capital operation, human resource management and enterprise cultural rebuilding are also discussed in this part. The contents of human resource management are person employment with different capability and different kinds, combination of material and spiritual promoting, preventing loss of human resource.
Enterprise reforming combined with the new "wave tide" of an electric power development in some degrees drives CSEPDI developing rapidly. However CSEPDI is also facing to some pressures in operation and internal management. The article attempts to analyze the problems and bring forward the settlements in order to advance CSEPDl's operation and management, to have a long-term, lasting, steady development and to apply reference for the other electric power survey and design enterprises.
引文
[1](美)马克斯·迈斯玛，激励雇员，企业管理出版社，2000．7．1
[2]郑国铎，企业激励论，经济管理出版社，2002-51
[3]李宝元，战略性激励——现代企业人力资源管理精要，经济科学出版，2002-8-1
[4]陈企华，孙科炎，怎样留住人才编，中华工商联合出版社，2002-11-1
[5]喻昌荣，侯书森，用人之艺，企业管理出版社，2001-1-1
[6]邱永环，管人用人培养人，中国纺织出版社，2003-1-1
[7](英)乔恩·比尔斯贝利，用人之道，中华工商联合出版社，2002-4-1
[8](英)特鲁普，薪酬方案——如何制定员工激励机制曼，上海交通大学出版社，2002-1-1
[9](美)罗伯·高菲，盖瑞士·琼斯，公司精神——决定成败的四种企业文化著，哈尔滨出版社，2003-7-1
[10]林泽炎，企业文化建设与高效管理，广东经济出版社，2002-10-1
[11]贾强，文化制胜——如何建设企业文化，沈阳出版社，2002-4-1
[12]李东，知识型企业的管理沟通，上海人民出版社，2002-8-1
[13](美)黑贝尔斯，威活尔，有效沟通(第五版)，华夏出版社，2003-1-1
[14]普华永道变革整合小组，管理悖论：高绩效公司的管理革新，经济日报出版社，2002-7-1
[15](德)多普勒，(瑞士)劳特堡，变革管理，人民邮电出版社，2003-7-10
[16][美]温福德·霍兰德，变革就是规则：变革的实践：在预期内达到目标，中国对外经济贸易出版社，2003-1-1
[17]杨晓峰，杨晓荣，中国企业核心竞争力经典：技术创新，经济科学出版社，2003-7-1
[18]杨东龙，经理人浓缩书：财务·融资·资本运营，中国经济出版社，2003-4-1
[19]何小锋，高嵩，刘秦，资本市场运作教程，中国发展出版社，2003-1-1
[20]何广涛等，解读资本运营：企业资本运营模式精要·实证分析，机械工业出版社，2002-9-1
[21]赵光中，效率型组织—韦尔奇管理艺术，中国时代经济出版社，2002-10-1
[22](美)杜拉克，杜拉克管理思想全书著，九州出版社，2001-5
[23]姜少敏 侯书森，财富论坛，中国城市出版社，1999-11
[24]应焕红，公司文化管理：永续经营的动力源泉，中国经济出版社，2002-3-1
[25]徐二明，企业战略管理，中国经济出版社，1998-8
[26]刘朝安，对当前电力勘测设计企业经营工作的几点思考，电力勘测设计2003年第3期
[27]周琼芳，战略观念与企业管理行为的调整，安徽教育学院学报2001年05期
[28]吴永国，实施资本运营是加快国企改革发展的有力武器，经济师2001年05期
[29]姚树荣，创新型人力资本、制度与企业绩效，当代财经2001年02期
[30]冯启德，国外国企改革策略研究及其对我国的启示，北京经济了望1998年04期
[31]Libby Sartain, Martha I. Finney, HR from the Heart: Inspiring Stories and Strategies for Building the People Side of Great Business, AMACOM Publisher, 2003.3
[32]Lin Grensing-Pophal, Human Resource Essentials: Your Guide to Starting and Running the HR Function, Society for Human Resource, 2002.9
[33]Joan C. Tonn, Mary P. Follett: Creating Democracy, Transforming Management, Yale University Press, 2003.4
[34]Pete Floyd, Wiley, Change Management, John & Sons, Incorporated, 2002.3
[35]Boyd Clark, Ron Crossland, The Leader's Voice: How your Communication can Inspire Action and get Results, Select Books, Incorporated, 2002.4
[36]Barry Z. Posner, The Leadership Challenge, James M. Kouzes, Jossey-Bass Inc., Publishers, 2003.7
[37]Nicholas Dunbar, Inventing Money: The Story of Long-Term Capital Management and the Legends behind It, Wiley, John & Sons, Incorporated, 2000.12
[38]Mehrdad Baghai, Stephen Coley, David White, The Alchemy of Growth: Practical Insights for Building the Enduring Enterprise, Perseus Publishing, 2000.6
[39]Belle Linda Halpern, Kathy Lubar, Leadership Presence: Dramatic Techniques to Reach Out, Motivate, and Inspire, Gotham Publisher, 2003.10
[40]Dudman,J, Make IT personal. Computing, 11 Jun 1998, p.42, 44
[41]Vernon,W, Basic management for engineers. Pt.2: disciplinary procedures. Engineering Management Journal, 8 (3) Jun 1998, p. 135-41
[42]O'Donovan, D. Employees plump for perks. Engineer; 288 (7470) 24 Sep 1999, Cimfocus p.35-6
[43]Atkinson, P E, Outsourcing human resources. Management Services; 43(11) Nov 1999, p.20-2
[44]Trappey, A, Ho, P-S, Human resource assignment system for distribution centers. Industrial Management and Data Systems; 102 (1/2) 2002, p.64-72
[45]CTG Energetics, U.S. Green Building Council, The future of LEED. Environmental Design & Construction, vol. 6, no. 5, pp. 8s,10s-13s, July-Aug. 2003
[46]Crocitto, Madeline; Youssef, Mobamed. The human side of organizational agility, Industrial Management and Data Systems, 103 (5and6) 2003, pp.388-397
[2]郑国铎，企业激励论，经济管理出版社，2002-51
[3]李宝元，战略性激励——现代企业人力资源管理精要，经济科学出版，2002-8-1
[4]陈企华，孙科炎，怎样留住人才编，中华工商联合出版社，2002-11-1
[5]喻昌荣，侯书森，用人之艺，企业管理出版社，2001-1-1
[6]邱永环，管人用人培养人，中国纺织出版社，2003-1-1
[7](英)乔恩·比尔斯贝利，用人之道，中华工商联合出版社，2002-4-1
[8](英)特鲁普，薪酬方案——如何制定员工激励机制曼，上海交通大学出版社，2002-1-1
[9](美)罗伯·高菲，盖瑞士·琼斯，公司精神——决定成败的四种企业文化著，哈尔滨出版社，2003-7-1
[10]林泽炎，企业文化建设与高效管理，广东经济出版社，2002-10-1
[11]贾强，文化制胜——如何建设企业文化，沈阳出版社，2002-4-1
[12]李东，知识型企业的管理沟通，上海人民出版社，2002-8-1
[13](美)黑贝尔斯，威活尔，有效沟通(第五版)，华夏出版社，2003-1-1
[14]普华永道变革整合小组，管理悖论：高绩效公司的管理革新，经济日报出版社，2002-7-1
[15](德)多普勒，(瑞士)劳特堡，变革管理，人民邮电出版社，2003-7-10
[16][美]温福德·霍兰德，变革就是规则：变革的实践：在预期内达到目标，中国对外经济贸易出版社，2003-1-1
[17]杨晓峰，杨晓荣，中国企业核心竞争力经典：技术创新，经济科学出版社，2003-7-1
[18]杨东龙，经理人浓缩书：财务·融资·资本运营，中国经济出版社，2003-4-1
[19]何小锋，高嵩，刘秦，资本市场运作教程，中国发展出版社，2003-1-1
[20]何广涛等，解读资本运营：企业资本运营模式精要·实证分析，机械工业出版社，2002-9-1
[21]赵光中，效率型组织—韦尔奇管理艺术，中国时代经济出版社，2002-10-1
[22](美)杜拉克，杜拉克管理思想全书著，九州出版社，2001-5
[23]姜少敏 侯书森，财富论坛，中国城市出版社，1999-11
[24]应焕红，公司文化管理：永续经营的动力源泉，中国经济出版社，2002-3-1
[25]徐二明，企业战略管理，中国经济出版社，1998-8
[26]刘朝安，对当前电力勘测设计企业经营工作的几点思考，电力勘测设计2003年第3期
[27]周琼芳，战略观念与企业管理行为的调整，安徽教育学院学报2001年05期
[28]吴永国，实施资本运营是加快国企改革发展的有力武器，经济师2001年05期
[29]姚树荣，创新型人力资本、制度与企业绩效，当代财经2001年02期
[30]冯启德，国外国企改革策略研究及其对我国的启示，北京经济了望1998年04期
[31]Libby Sartain, Martha I. Finney, HR from the Heart: Inspiring Stories and Strategies for Building the People Side of Great Business, AMACOM Publisher, 2003.3
[32]Lin Grensing-Pophal, Human Resource Essentials: Your Guide to Starting and Running the HR Function, Society for Human Resource, 2002.9
[33]Joan C. Tonn, Mary P. Follett: Creating Democracy, Transforming Management, Yale University Press, 2003.4
[34]Pete Floyd, Wiley, Change Management, John & Sons, Incorporated, 2002.3
[35]Boyd Clark, Ron Crossland, The Leader's Voice: How your Communication can Inspire Action and get Results, Select Books, Incorporated, 2002.4
[36]Barry Z. Posner, The Leadership Challenge, James M. Kouzes, Jossey-Bass Inc., Publishers, 2003.7
[37]Nicholas Dunbar, Inventing Money: The Story of Long-Term Capital Management and the Legends behind It, Wiley, John & Sons, Incorporated, 2000.12
[38]Mehrdad Baghai, Stephen Coley, David White, The Alchemy of Growth: Practical Insights for Building the Enduring Enterprise, Perseus Publishing, 2000.6
[39]Belle Linda Halpern, Kathy Lubar, Leadership Presence: Dramatic Techniques to Reach Out, Motivate, and Inspire, Gotham Publisher, 2003.10
[40]Dudman,J, Make IT personal. Computing, 11 Jun 1998, p.42, 44
[41]Vernon,W, Basic management for engineers. Pt.2: disciplinary procedures. Engineering Management Journal, 8 (3) Jun 1998, p. 135-41
[42]O'Donovan, D. Employees plump for perks. Engineer; 288 (7470) 24 Sep 1999, Cimfocus p.35-6
[43]Atkinson, P E, Outsourcing human resources. Management Services; 43(11) Nov 1999, p.20-2
[44]Trappey, A, Ho, P-S, Human resource assignment system for distribution centers. Industrial Management and Data Systems; 102 (1/2) 2002, p.64-72
[45]CTG Energetics, U.S. Green Building Council, The future of LEED. Environmental Design & Construction, vol. 6, no. 5, pp. 8s,10s-13s, July-Aug. 2003
[46]Crocitto, Madeline; Youssef, Mobamed. The human side of organizational agility, Industrial Management and Data Systems, 103 (5and6) 2003, pp.388-397