锦州石化重组改制后改革方案设计
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摘要
本文的选题背景是中国石油天然气集团公司进行重组改制。1999年中国石油天然气集团公司进行了重组改制,对所属企业中优良资产进行了优化配置,组成了中国石油股份有限公司。锦州石化公司按照集团公司的统一部署也相应的进行了企业重组,重组后形成了锦州石化公司和中国石油股份有限公司锦州分公司两个公司。中国石油股份有限公司锦州分公司作为主营公司,拥有大量优良资产;锦州石化公司作为辅助公司,拥有大量不良资产,通过为中国石油股份有限公司锦州分公司提供劳务来获取收入。
本文首先介绍了企业重组理论与实践的发展过程以及石油石化行业的重组过程。详细论述了我国企业重组改制的四个阶段和特点,在理论研究方面着重研究了石油石化行业的重组过程及理论基础,石油石化是一个特殊的能源行业,在重组过程中出现了一些问题。其次介绍了锦州石化公司重组后的基本情况以及运行状况。锦州石化公司是中国石油天然气集团公司的一个成员,以此为研究对象,具有代表性。再次指出了锦州石化公司重组后运行过程中存在的问题,根据问题分析、查找出现这些问题的原因。然后根据问题及原因,为中国石油锦州石化公司进一步改革设计方案。通过这些改革方案的实施,能够使企业改变现状,走出困境,适应市场经济发展的形势和需要,使其在市场竞争中得以继续生存,发展和壮大。最后,制定确保改革方案实施的保障措施。
The background of this paper is that CNPC (China Petroleum and Chemical Group Company) proceeds recombination and system-changing, which happened in 1999 and optimized the collocation to the excellent assets of its subordinate enterprises. Finally, it is formed CPIC (China Petroleum Incorporated Company). JinZhou Petroleum Company proceeds recombination accordingly in terms of unitive arrangement of the group company, JinZhou Petroleum Company and CPIC JinZhou Branch are formed after recombination. JinZhou Branch holds a great deal of excellent assets as leading-manage company, So does JinZhou Petroleum Company as subordinate company, which obtains the incomes through providing service for JinZhou Branch.
Firstly, the paper introduces the developing course of enterprise recombination’s theory and practice and the recombination course of petroleum&petro-chemical line. It states the four stages and characteristic of our country’s enterprises in detail, and on the theory study, it focus on the recombination course of petroleum&petro-chemical line and the theory basis.Petroleum&Petro-chemical line is a special energy lines, therefore, some problems occur during the recombination course. Secondly, the paper introduces the basic and proceeding situation after the recombination of JinZhou Petroleum Company. JinZhou Petroleum Company is a member of CNPC, so it has representativeness to take it as study object. Thirdly, the paper points out some problems existing in the run procedure after the recombination of JinZhou Petroleum Company, and some causes are found according to analyzing the problems. Then the project is designed for JinZhou Petroleum Company’s further reform on the basis of the problems and causes. The enterprise can change the situation, step out of the difficulties through the execution of these reform project, adjust to the situation and demand of market economic development and make it existence, development and grandness in the market competition. Finally, guaranteeing measure of ensuring the reform project implement should be established.
本文首先介绍了企业重组理论与实践的发展过程以及石油石化行业的重组过程。详细论述了我国企业重组改制的四个阶段和特点,在理论研究方面着重研究了石油石化行业的重组过程及理论基础,石油石化是一个特殊的能源行业,在重组过程中出现了一些问题。其次介绍了锦州石化公司重组后的基本情况以及运行状况。锦州石化公司是中国石油天然气集团公司的一个成员,以此为研究对象,具有代表性。再次指出了锦州石化公司重组后运行过程中存在的问题,根据问题分析、查找出现这些问题的原因。然后根据问题及原因,为中国石油锦州石化公司进一步改革设计方案。通过这些改革方案的实施,能够使企业改变现状,走出困境,适应市场经济发展的形势和需要,使其在市场竞争中得以继续生存,发展和壮大。最后,制定确保改革方案实施的保障措施。
The background of this paper is that CNPC (China Petroleum and Chemical Group Company) proceeds recombination and system-changing, which happened in 1999 and optimized the collocation to the excellent assets of its subordinate enterprises. Finally, it is formed CPIC (China Petroleum Incorporated Company). JinZhou Petroleum Company proceeds recombination accordingly in terms of unitive arrangement of the group company, JinZhou Petroleum Company and CPIC JinZhou Branch are formed after recombination. JinZhou Branch holds a great deal of excellent assets as leading-manage company, So does JinZhou Petroleum Company as subordinate company, which obtains the incomes through providing service for JinZhou Branch.
Firstly, the paper introduces the developing course of enterprise recombination’s theory and practice and the recombination course of petroleum&petro-chemical line. It states the four stages and characteristic of our country’s enterprises in detail, and on the theory study, it focus on the recombination course of petroleum&petro-chemical line and the theory basis.Petroleum&Petro-chemical line is a special energy lines, therefore, some problems occur during the recombination course. Secondly, the paper introduces the basic and proceeding situation after the recombination of JinZhou Petroleum Company. JinZhou Petroleum Company is a member of CNPC, so it has representativeness to take it as study object. Thirdly, the paper points out some problems existing in the run procedure after the recombination of JinZhou Petroleum Company, and some causes are found according to analyzing the problems. Then the project is designed for JinZhou Petroleum Company’s further reform on the basis of the problems and causes. The enterprise can change the situation, step out of the difficulties through the execution of these reform project, adjust to the situation and demand of market economic development and make it existence, development and grandness in the market competition. Finally, guaranteeing measure of ensuring the reform project implement should be established.
引文
[1]劳伦斯.巴顿,组织危机管理,北京:清华大学出版社,2002
[2]小阿瑟 A.托马斯、A.J.斯特里克兰三世,战略管理学:概念与案例,北京:机械工业出版社,2001
[3]李查德 L 达夫特,Management,北京:机械工业出版社,2001
[4]MichaelA. Hill and R. Duane Ireland and Robert E.Hoskission,Strategic Management Competitiveness and Globalization,北京:机械工业出版社,2002
[5]James P.Mcguigan and R.Charles Moyer and Frederich H.Deb.Harris,管理与经济学,北京:机械工业出版社,2002
[6]Kitty O.Locker,商务与管理沟通,北京:机械工业出版社,2002
[7]苏勇,罗殿军,管理沟通,上海:复旦大学出版社,2001
[8]徐二明,企业战略管理,北京:中国经济出版社,2001
[9]吕薇,产业重组与竞争北京:中国发展出版社,2001
[10]刘冀生,企业经营战略,北京:清化大学出版社,1995
[11]李少华,现代经营管理学,北京:化学工业出版社,1991
[12]刘文俭,知识经济与市场营销导刊,1998(6):28-30
[13]王庆祥,坚持两分两合,实现共同发展,石油企业管理,2002(10):30
[14]邓向东,吴劲松,关联交易,容易?,石油企业管理,2002(3):32
[15]张维国,人才流动需留“度”,石油企业管理,2002(11):54
[16]周实,未来管理学走势,石油企业管理,2002(5):71
[17]管维立,企业战略的统一与独立,石油企业管理,2002(6):10
[18]王宝森,陆军伟,依法防止资产流失,石油企业管理,2002(8):41
[19]王军华,石油企业国际目标市场选择,石油企业管理,2002(8):48
[20]张水林,贺安新,人才内留为何难抵外流,石油企业管理,2002(4):50
[21]曹建民,重组在行动,石油企业管理,2002,(12):4
[22]李冬飞,在创新中前进,石油企业管理,2002(12):43
[23]董涣忠,激活核心人才,石油企业管理,2002(12):47
[24]刘文峰,下好现代管理这盘棋,石油企业管理,2002(12):46
[25]张建国,内部竞争 岗位为主,石油企业管理,2002(9):49
[26]贾瑞民,打好市场营销主动仗,石油企业管理,2002(7):42
[27]张位平,打造具有国际竞争力的油公司,石油企业管理,2002(2):14
[28]王铁,高维,走重组做强之路,石油企业管理,2002(2):28
[29]王洪涛,合同管理 以信为本,石油企业管理,2002(1):32
[2]小阿瑟 A.托马斯、A.J.斯特里克兰三世,战略管理学:概念与案例,北京:机械工业出版社,2001
[3]李查德 L 达夫特,Management,北京:机械工业出版社,2001
[4]MichaelA. Hill and R. Duane Ireland and Robert E.Hoskission,Strategic Management Competitiveness and Globalization,北京:机械工业出版社,2002
[5]James P.Mcguigan and R.Charles Moyer and Frederich H.Deb.Harris,管理与经济学,北京:机械工业出版社,2002
[6]Kitty O.Locker,商务与管理沟通,北京:机械工业出版社,2002
[7]苏勇,罗殿军,管理沟通,上海:复旦大学出版社,2001
[8]徐二明,企业战略管理,北京:中国经济出版社,2001
[9]吕薇,产业重组与竞争北京:中国发展出版社,2001
[10]刘冀生,企业经营战略,北京:清化大学出版社,1995
[11]李少华,现代经营管理学,北京:化学工业出版社,1991
[12]刘文俭,知识经济与市场营销导刊,1998(6):28-30
[13]王庆祥,坚持两分两合,实现共同发展,石油企业管理,2002(10):30
[14]邓向东,吴劲松,关联交易,容易?,石油企业管理,2002(3):32
[15]张维国,人才流动需留“度”,石油企业管理,2002(11):54
[16]周实,未来管理学走势,石油企业管理,2002(5):71
[17]管维立,企业战略的统一与独立,石油企业管理,2002(6):10
[18]王宝森,陆军伟,依法防止资产流失,石油企业管理,2002(8):41
[19]王军华,石油企业国际目标市场选择,石油企业管理,2002(8):48
[20]张水林,贺安新,人才内留为何难抵外流,石油企业管理,2002(4):50
[21]曹建民,重组在行动,石油企业管理,2002,(12):4
[22]李冬飞,在创新中前进,石油企业管理,2002(12):43
[23]董涣忠,激活核心人才,石油企业管理,2002(12):47
[24]刘文峰,下好现代管理这盘棋,石油企业管理,2002(12):46
[25]张建国,内部竞争 岗位为主,石油企业管理,2002(9):49
[26]贾瑞民,打好市场营销主动仗,石油企业管理,2002(7):42
[27]张位平,打造具有国际竞争力的油公司,石油企业管理,2002(2):14
[28]王铁,高维,走重组做强之路,石油企业管理,2002(2):28
[29]王洪涛,合同管理 以信为本,石油企业管理,2002(1):32