基于电网转型升级的甘肃省电力公司组织架构研究
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摘要
电网企业作为真正垄断的特殊国有企业,学界关注其出资人作用发挥较多,一定程度上忽略了对其组织架构的深层研究。甘肃电网转型升级已经完成,建设运营甘肃电网的甘肃省电力公司运营边界和视野发生改变。当前,组织架构与发展战略匹配不紧密,管理效率不高,组织体系刚性有余而柔性不足,总部与下属企业集权和分权层面模糊等组织架构方面的问题,几成甘肃电网和甘肃省电力公司稳健发展、提升效率与效益的瓶颈。所以,优化甘肃省电力公司组织组织架构,助力企业运作更具理性、更有效率和效益,十分必要且相当迫切。本文针对上述问题,结合企业组织理论、利益相关者理论、企业集团管理控制理论,运用比较和定性定量分析等方法,本着与经济社会发展需求相适应、与电网转型升级现实相契合、与公司战略发展目标相匹配的原则,提出变革优化组织架构的方案、实施步骤以及应注意的事项,期以高效运作、内外协调的组织架构推动甘肃省电力公司持续健康发展,扩充自身实力,进一步为经济社会发展服务。结论如下：
第一,内外兼修是基础性、公益性企业组织架构变革的主要途径。从利益相关者理论的普惠基点出发,为国家承担相应的经济责任、社会责任和政治责任,是基础性、公益性国有企业的职责,也是组织的内核。扩展与突破主营业务量,省级电力企业组织架构设计,对内必须互补协同,对外必须统一标准,一体化运转,内部运转为外部效率服务,组织结构的设计应当服从于发展战略和主营业务。
第二,同质企业的组织形态可采用同一种模式。从组织理论协同、顺势视角出发,通过组织架构变革,能够更好运营电网,更优质快捷地为用户提供电力服务,使部门、企业之间因业务整合而形成的物理组合,嬗变为因组合而生成的推进公司发展壮大的化学反应。统一企业的组织架构,有利于减少协调成本,最大限度地细化工作流程,消除浪费和一切不增值的活动,向市场提供成本更低、质量更优、品质更高的电能,满足经济社会发展和公众生活质量提高对电能的需求。
第三,甘肃省电力公司组织架构优化,会极大促进经济欠发达的甘肃实现跨越式发展。从企业管理控制理论关于规模效应的论断出发,通过定性定量分析,优化组织架构,可壮大自身发展实力,促进区域电力工业发展和生产力水平提高,提升和支撑经济发展硬件环境,为甘肃实现发展新跨越提供源源不断的动力。
本论文也对未来研究如电网企业特殊性可再具体化、国家作为出资人权利如何合理体现等事项表达了意向。
The state-owned power grid enterprise is one of the true monopoly enterprises. Academic circles/scholars, usually to a certain extent, pay much attention to the role of the finance parties rather than the deep research of its organizational structure. Gansu Electric Power Corporation (Hereinafter referred to as the GSEPC),taking charge in the construction and the operation of Gansu power grid, has finished the development mode transformation and the grid update up to now, widen its horizon changed and changed its operational boundaries.Today, the development bottleneck, such as untightly-matching between the orgonizational structure and the development strategy, low efficiency, lack of flexibility but too stiff organizational system, ambiguous levels on the headquarters centralization and the subordinate enterprise decentralization, as well as impeded collectivize operation, which have been influencing the steady developing, efficiency improving and benefit increasing, has become more prominent while the development mode transformation and the grid update have come true in GSEPC.Therefore, it is very urgent and necessary to optimize the organizational structure and promote the enterprise operation more rational, greater efficiency and higher benefit. In view of the above problems, this article comes up with the scheme, the implementation procedures and the precautions of changing and optimizing the organizational structure, in line with principle keeping pace with the economic-society development, being agreed with the development mode transformation and the grid update and well matched with the development strategy of the GSEPC. So that, going with the organizational structure in a state of the internal and external coordination and the efficient operation, the GSEPC constantly expands its own strength and keep steady development to offer high quality service to the economic society development. Conclusions are as follows:
Firstly,as to the basic and public welfare enterprise, the main way to transforme its orgonizational structure is the internal and external synchronous development and win. From the basis points of stakeholder theory of benefitting the public, it is the inner core for the state-owned enterprises to bear the corresponding economic responsibility, the social responsibility and the political responsibility. To achieve the purpose of expansion and breakthrough in the main business volume, the design of the orgonizational structure for a provincial electric power enterprise must be both mutual complementary internally to enhance coordination effect and must be in a unified standard and integrated operation to improve the efficiency of the external service. So that the design of the orgonizational structure shall be subject to the development strategy and the main business.
Secondly, as the organizational shape of the enterprises with the same character,it can take use of the same form of operation. From the view of the organizational theory of Synergy and and conformance to the development, by the way of transforming the organizational structure, it can take shape of physical combination from the business integration among the departments and the enterprises, and then cause chemical reaction to boost the development of the GSEPC. By unifying organizational strcture of the GSEPC,the coordinating cost can be cut down, the work procedure can be refined to the full extent., and all the activities can be eliminated such as the non-value added and wasting, so that the electric power can be supplied at the lower cost and the higher quality. And then, the GSEPC will also make a significant contribution to satisfy the electric power demand of the economic social development and the public life quality improvement day by day.
Thirdly, with Gansu as one of the provinces in the less developed economies, the GSEPC will, through optimizing the organizational structure of its own, make its efforts to promote and achieve the economic development for Gansu by leaps and bounds. In accordance with the Judgement on the Scale Effect of Enterprise Management Control Theory, by doing the qualitative and quantitative analysis and optimizing its organizational structure, the GSEPC will not only strengthen itself, promote the electric power industry development and improve productivity level in the power-supplying area, and built up a Hardware Environment to support, promote and expand the economy of the Gansu province, but also unceasingly provide the motive power to realize the new breakthrough of the economic social development for Gansu.
It also gives expression about how to research on the specific characteristic of the electric power grid enterprise and reasonably reflect the right of the State investor.
第一,内外兼修是基础性、公益性企业组织架构变革的主要途径。从利益相关者理论的普惠基点出发,为国家承担相应的经济责任、社会责任和政治责任,是基础性、公益性国有企业的职责,也是组织的内核。扩展与突破主营业务量,省级电力企业组织架构设计,对内必须互补协同,对外必须统一标准,一体化运转,内部运转为外部效率服务,组织结构的设计应当服从于发展战略和主营业务。
第二,同质企业的组织形态可采用同一种模式。从组织理论协同、顺势视角出发,通过组织架构变革,能够更好运营电网,更优质快捷地为用户提供电力服务,使部门、企业之间因业务整合而形成的物理组合,嬗变为因组合而生成的推进公司发展壮大的化学反应。统一企业的组织架构,有利于减少协调成本,最大限度地细化工作流程,消除浪费和一切不增值的活动,向市场提供成本更低、质量更优、品质更高的电能,满足经济社会发展和公众生活质量提高对电能的需求。
第三,甘肃省电力公司组织架构优化,会极大促进经济欠发达的甘肃实现跨越式发展。从企业管理控制理论关于规模效应的论断出发,通过定性定量分析,优化组织架构,可壮大自身发展实力,促进区域电力工业发展和生产力水平提高,提升和支撑经济发展硬件环境,为甘肃实现发展新跨越提供源源不断的动力。
本论文也对未来研究如电网企业特殊性可再具体化、国家作为出资人权利如何合理体现等事项表达了意向。
The state-owned power grid enterprise is one of the true monopoly enterprises. Academic circles/scholars, usually to a certain extent, pay much attention to the role of the finance parties rather than the deep research of its organizational structure. Gansu Electric Power Corporation (Hereinafter referred to as the GSEPC),taking charge in the construction and the operation of Gansu power grid, has finished the development mode transformation and the grid update up to now, widen its horizon changed and changed its operational boundaries.Today, the development bottleneck, such as untightly-matching between the orgonizational structure and the development strategy, low efficiency, lack of flexibility but too stiff organizational system, ambiguous levels on the headquarters centralization and the subordinate enterprise decentralization, as well as impeded collectivize operation, which have been influencing the steady developing, efficiency improving and benefit increasing, has become more prominent while the development mode transformation and the grid update have come true in GSEPC.Therefore, it is very urgent and necessary to optimize the organizational structure and promote the enterprise operation more rational, greater efficiency and higher benefit. In view of the above problems, this article comes up with the scheme, the implementation procedures and the precautions of changing and optimizing the organizational structure, in line with principle keeping pace with the economic-society development, being agreed with the development mode transformation and the grid update and well matched with the development strategy of the GSEPC. So that, going with the organizational structure in a state of the internal and external coordination and the efficient operation, the GSEPC constantly expands its own strength and keep steady development to offer high quality service to the economic society development. Conclusions are as follows:
Firstly,as to the basic and public welfare enterprise, the main way to transforme its orgonizational structure is the internal and external synchronous development and win. From the basis points of stakeholder theory of benefitting the public, it is the inner core for the state-owned enterprises to bear the corresponding economic responsibility, the social responsibility and the political responsibility. To achieve the purpose of expansion and breakthrough in the main business volume, the design of the orgonizational structure for a provincial electric power enterprise must be both mutual complementary internally to enhance coordination effect and must be in a unified standard and integrated operation to improve the efficiency of the external service. So that the design of the orgonizational structure shall be subject to the development strategy and the main business.
Secondly, as the organizational shape of the enterprises with the same character,it can take use of the same form of operation. From the view of the organizational theory of Synergy and and conformance to the development, by the way of transforming the organizational structure, it can take shape of physical combination from the business integration among the departments and the enterprises, and then cause chemical reaction to boost the development of the GSEPC. By unifying organizational strcture of the GSEPC,the coordinating cost can be cut down, the work procedure can be refined to the full extent., and all the activities can be eliminated such as the non-value added and wasting, so that the electric power can be supplied at the lower cost and the higher quality. And then, the GSEPC will also make a significant contribution to satisfy the electric power demand of the economic social development and the public life quality improvement day by day.
Thirdly, with Gansu as one of the provinces in the less developed economies, the GSEPC will, through optimizing the organizational structure of its own, make its efforts to promote and achieve the economic development for Gansu by leaps and bounds. In accordance with the Judgement on the Scale Effect of Enterprise Management Control Theory, by doing the qualitative and quantitative analysis and optimizing its organizational structure, the GSEPC will not only strengthen itself, promote the electric power industry development and improve productivity level in the power-supplying area, and built up a Hardware Environment to support, promote and expand the economy of the Gansu province, but also unceasingly provide the motive power to realize the new breakthrough of the economic social development for Gansu.
It also gives expression about how to research on the specific characteristic of the electric power grid enterprise and reasonably reflect the right of the State investor.
引文
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[4]高德步.公司制度与工业革命和市场经济[J].读书,2011,2:18-22.
[5]刘松博,龙静.组织理论与设计[M].北京：中国人民大学出版社.2009,7：18-31.
[6]余凯成.组织行为学[M].大连：大连理工大学出版社.2006,4:338-349.
[7]杜杰.创造价值的会计与财务[M].北京：机械工业出版社.2006,2:115-117.
[8]章辉美,李绍元.中国企业社会责任的理论与实践[J].北京师范大学学报,2009,5:35-39.
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[10]李善民,毛雅娟.利益相关者理论的新进展[J].经济理论与经济管理,2008,12:32-35.
[11]金碚.论国有企业改革再定位[J].工业经济研究,2010,4:3-6.
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[14]胡婧.是企业更是事业[J].国家电网,2011,1：32-33.
[15]国家电监会兰州监管办公室.甘肃电力监管工作报告(2006)[R],2007:19-20.
[16]中电联.十二五期间电力供需形势趋势一揽[N].中国电力报,2011-4-26(4).
[17]W理查德斯科特著,高俊山译.组织理论——理性自然与开放系统的视觉[M].北京：中国人民大学出版社.2011,1:174.
[18]董华.企业的多重边界及其演化[J].甘肃社会科学,2008,4:158-160.
[19]林萍.组织动态能力与绩效关系的实证研究：环境动荡性的调节作用[J].上海大学学报,2009,6：66-77.
[20]程涛,张韵轩.组织力构成要素与形成机制[J].企业改革与管理,2010,10:8-9.
[21]甘肃省志电力工业志[M].甘肃：甘肃文化出版社,1999:377-378.
[22]张瑛.大型国有集团公司核心竞争力的组织结构设计[J].企业经济,2010,7:2224.
[23]陈则龙.有效提升企业战略执行力策略[J].企业经济,2010,4:13-15.
[24]韩文轩.发电企业集团管控模式研究[N].中国电力报,2011-3-30(7).
[25]丁中宁,丁梦.重新认识国有企业[J].财经,2011,16:100-102.
[26]张耀伟.双重垄断下中国垄断行业改革：逻辑次序与路径选择[J].经济理论与经济管理,2008,8：29-34.
[27]徐充,姜威.民营企业组织创新的局限与突破[J].学习与探索,2008,1:163-166.
[28]韩琪.论国有企业对命脉行业的垄断与国家经济安全[J].管理前沿,2007,6:7-9.
[29]刘松柏,刘璐.通过组织内部结构设计实施企业外部社会责任[J].经济理论与经济管理,2008,7：62-65.
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