内蒙古电建企业卓越绩效管理创新研究
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摘要
在改革开放不断深化的形势下,建筑业呈迅猛增长势头。建筑业行业内部的竞争也愈演愈烈。国内电建企业面临着来自不同方面的压力和挑战:
1、社会经济环境发生深刻变化:经济体制市场化、生产力要素知识化、增长方式集约化。
2、中国加入WTO,国内经济全球化。
3、电力体制改革的深入及主辅分离,电力行业一体化垄断局面被打破。
4、建筑市场不规范、竞争过度、恶意竞争。
5、企业自身管理粗放,竞争力不足。
在生产力要素并无差别的电建企业之间,要想赢得竞争优势,关键在于优化、整合、支配各种要素的管理体系,不断降低成本,提高盈利能力。
如何构建高效的内部成本经营控制体系,即加强内部经营控制,提高企业成本控制能力和经营绩效,促使电建企业不断突破自我,并持续追求卓越,已经成为电建企业当前最亟待解决的问题。作者将目光投向了卓越绩效管理体系的研究。
本文在论述选题背景、研究意义以及分析电建企业管理现状的基础上,提出了基于成本控制理念的内蒙古电建公司卓越经营绩效创新模式,并在此基础上,确立了贯穿卓越之路全程的市场经营新概念和内部经营管理体系创新的技术路径;通过大力培育、经营和管理五大专业市场,全面控制企业的工程成本来获卓越之效。在卓越绩效管理各个组成部分的理论支撑下,详细论述了内蒙古电建企业的工程成本控制、内部管理体制、资产经营、物料经营、资金管理、人力资源及薪酬设计等卓越绩效管理体系的各个组成部分。最后对内蒙古电建公司卓越经营绩效创新的实际效果进行了总结分析。
With the situation of reform and opening up to be continuously deeper and deeper in China, the construction industry is developing in a tremendous way. The competition of internal construction industry is becoming more and more violent. Now the civil electric power construction companies are facing the various challenges and pressure.
1.The environment of social economy has been greatly changed: such as, socialist marketing system , information knowledge, intensivism of economy increasing methods, etc.
2. China joined into WTO and globalization of domestic economy.
3.With the reform of national electric power system and separation between main and secondary sections in the system, the monopoly of electric power industry’s incorporation has been completely broken.
4. Due to the nonstandard situation of construction market, the excess and hostility competition is more and more serious.
5. Due to the poor management of the company itself, the competition power is in a lack.
There is little difference in productivity factors among those electric power construction companies, therefore the key way for one of the companies to win the advantage of competition is to optimize, conform, and control different kinds of factors in its management system, to continuously reduce the costs, and to increase the ability of payoff.
The issue of how to build the highly efficient internal costs managing and controlling system, such as strengthening internal management control, improving costs controlling ability and performance, urging the company to break through itself and pursuing outstanding excellence has now become the most urgent question to be desiderated for the whole electric power construction companies. The writer is focusing on the study of excellent performance management system.
The paper, based on the topic choosing background, research signification and analysis of management status of electric power construction companies, brings forward the excellence management performance innovation system for INNER MONGOLIA ELECTRIC POWER CONSTRUCTION COMPANY. Based on the system, we will establish the brand new market managing conception and technological way outs of internal management innovation system. We will also control the whole engineering costs to obtain the excellent performance by means of building, managing, and running five professional markets in the company. The paper will address the every part of the excellent performance management system in details. That is the engineering costs control, internal management system, assets and capital running, materials running, financial running, human resources and salary design of INNER MONGOLIA ELECTRIC POWER CONSTRUCTION COMPANY, etc. In the end, the paper will summarize and analyze the practical effects of excellence management performance innovation system of INNER MONGOLIA ELECTRIC POWER CONSTRUCTION COMPANY.
1、社会经济环境发生深刻变化:经济体制市场化、生产力要素知识化、增长方式集约化。
2、中国加入WTO,国内经济全球化。
3、电力体制改革的深入及主辅分离,电力行业一体化垄断局面被打破。
4、建筑市场不规范、竞争过度、恶意竞争。
5、企业自身管理粗放,竞争力不足。
在生产力要素并无差别的电建企业之间,要想赢得竞争优势,关键在于优化、整合、支配各种要素的管理体系,不断降低成本,提高盈利能力。
如何构建高效的内部成本经营控制体系,即加强内部经营控制,提高企业成本控制能力和经营绩效,促使电建企业不断突破自我,并持续追求卓越,已经成为电建企业当前最亟待解决的问题。作者将目光投向了卓越绩效管理体系的研究。
本文在论述选题背景、研究意义以及分析电建企业管理现状的基础上,提出了基于成本控制理念的内蒙古电建公司卓越经营绩效创新模式,并在此基础上,确立了贯穿卓越之路全程的市场经营新概念和内部经营管理体系创新的技术路径;通过大力培育、经营和管理五大专业市场,全面控制企业的工程成本来获卓越之效。在卓越绩效管理各个组成部分的理论支撑下,详细论述了内蒙古电建企业的工程成本控制、内部管理体制、资产经营、物料经营、资金管理、人力资源及薪酬设计等卓越绩效管理体系的各个组成部分。最后对内蒙古电建公司卓越经营绩效创新的实际效果进行了总结分析。
With the situation of reform and opening up to be continuously deeper and deeper in China, the construction industry is developing in a tremendous way. The competition of internal construction industry is becoming more and more violent. Now the civil electric power construction companies are facing the various challenges and pressure.
1.The environment of social economy has been greatly changed: such as, socialist marketing system , information knowledge, intensivism of economy increasing methods, etc.
2. China joined into WTO and globalization of domestic economy.
3.With the reform of national electric power system and separation between main and secondary sections in the system, the monopoly of electric power industry’s incorporation has been completely broken.
4. Due to the nonstandard situation of construction market, the excess and hostility competition is more and more serious.
5. Due to the poor management of the company itself, the competition power is in a lack.
There is little difference in productivity factors among those electric power construction companies, therefore the key way for one of the companies to win the advantage of competition is to optimize, conform, and control different kinds of factors in its management system, to continuously reduce the costs, and to increase the ability of payoff.
The issue of how to build the highly efficient internal costs managing and controlling system, such as strengthening internal management control, improving costs controlling ability and performance, urging the company to break through itself and pursuing outstanding excellence has now become the most urgent question to be desiderated for the whole electric power construction companies. The writer is focusing on the study of excellent performance management system.
The paper, based on the topic choosing background, research signification and analysis of management status of electric power construction companies, brings forward the excellence management performance innovation system for INNER MONGOLIA ELECTRIC POWER CONSTRUCTION COMPANY. Based on the system, we will establish the brand new market managing conception and technological way outs of internal management innovation system. We will also control the whole engineering costs to obtain the excellent performance by means of building, managing, and running five professional markets in the company. The paper will address the every part of the excellent performance management system in details. That is the engineering costs control, internal management system, assets and capital running, materials running, financial running, human resources and salary design of INNER MONGOLIA ELECTRIC POWER CONSTRUCTION COMPANY, etc. In the end, the paper will summarize and analyze the practical effects of excellence management performance innovation system of INNER MONGOLIA ELECTRIC POWER CONSTRUCTION COMPANY.
引文
[1] [美]保罗·A·萨缪尔森、威廉·D·诺德豪斯著,经济学, (第十二版,上),北京:中国发展出版社.
[2]国家教委社会科学研究与艺术教育司组编,自然辩证法概论,北京:高等教育出版社,1991.
[3]Betz,N.E. The assessment of career development and maturity, In W. bruce Wal sh&Samuel H.Osipow, Career decision marking.
[4]Noe.R.A.Is career management related to employee development and performance journal of Organizational Behavior.
[5]王恩波,朱宪宁,管理者与信息系统,北京:企业管理出版社,1998.
[6][美]理查德·L·达夫特著,领导学原理与实践,杨斌译,北京:机械工业出版社,2005.
[7]肖忠东、段新民编著,社会主义市场经济导论,西安:西安交通大学出版社,2005.
[6]邓荣霖、张用刚主编,《社会主义市场经济与现代企业制度》,中国人民大学出版社,1997.
[8]李宝山,管理经济学,北京:企业管理出版社,1997.
[9]D.郝尔雷格尔,J.W .斯洛克姆,R.W.伍德曼,组织行为学,上海:华东师范大学出版社,2001.
[10]赵曙明,中国企业人力资源管理与开发,世界经济与政治,1996.
[11]陈照明,实用管理心理学,厦门:厦门大学出版社,2002.
[12]赵黎明,现代企业管理学,天津:天津大学出版社,2005.
[13]施礼明、汪星明,现代生产管理,北京:企业管理出版社,1997.
[14]刘伟、刘国宁,现代物流,北京:中国言实出版社,2005.
[15]哈罗德.科兹纳,项目管理的战略规划,北京:电子工业出版社,2002.
[16]凯文.福斯伯格,可视化项目管理,北京:电子工业出版社,2002.
[17]吉姆.麦卡锡,微软团队成功的秘诀,北京:机械工业出版社,2000.
[18]佘凯成,人力资源开发与管理,北京:企业管理出版社,1997.
[19]张建国,徐伟,绩效体系设计,北京:北京工业大学出版社,2000.
[20]何娟,人力资源管理,天津:天津大学出版社,2000.
[21]斯蒂芬P.罗宾斯,组织行为学,北京:北京中国人民出版社,2000.
[22]加里.阿什沃思,整合绩效管理,北京:北京电子工业出版社,2002.
[23]廖泉文,人力资源考评系统,山东:山东人民出版社,2000.
[24]詹铎,黄云平,中国人力资源开发,北京:绩械工业出版社,2000.
[25]朱道平,企业文化与人力资源,北京:北京中国人民出版社,2002.
[26]Warshall J.look,有效指导,北京:北京企业管理出版社,2002.
[27]柯惠新,丁立宏,市场调查与分析.,北京:北京中国统计出版社,2000.
[28]小卡尔.迈克丹尼尔,罗杰.盖兹,当代市场调研,北京:北京机械工业出版社,2001.
[29]林泽英,中国企业人力资源管理操作方案,北京:北京中信出版社,2001.
[30][美]戴斯.等,战略管理:创造竞争优势,北京:中国财政经济出版社,2001.
[31]拉尔夫.G.尼克尔斯,有效沟通,北京:中国人民大学出版社.
[32]郭国庆,成栋,市场营销新论,北京:中国经济出版社,1998.
[33]卿海龙,戴良铁,基于层次分析法的绩效评估指标权重确定方法,商场现代化期刊,2005,44(11):24-26
[34]强瑞,模糊AHP在职工绩效考核中的应用,中国劳动,2000, (9): 59-63
[35]杨兰昆等,基于EVA的管理绩效评价方法,应用与局限、预测,2000, (4): 59 -62
[36]高勇强,人事考核的多层次模糊评价法,中国管理科学,2000, (2): 44-50
[37]McAfee,R.B., Champagn,J., Sission,K., Managing human Relations. Buckingham Open University Press, 1993. 32-36
[38]R. Griffin, G. Mc Mahan, Motivation through job Design. In OB: The State of the Science Journal of Greenberg. 1993.1: 12-136
[39]Huselid. M. A. Documenting HRs. Effect on Company Performance, HR Magazine, 1994 (1): 79-85
[40]彭壁玉,现代工资理论的新发展,南方经济,2000, (6): 41-45
[41]陈捷,绩效评估研究的新进展,南京师范大学学报(社会版),1997, (3):81 -85
[42]Choe, J. M. There relationships among management accounting information, organizational learning and production performance. Journal of Strategic information System, 2004,13: 58-61
[43]Daniel, R., Marie, C.B. Information technology and organizational learning: are view and assessment of research. Accounting Management and Information Technology, 2000 (10) :125-155
[44]Deshpande R., Farley, J. U., Organizational culture, market orientation, innovativeness, and firm performance: an international research odyssey. Int. J. of Research in Marketing, 2004,21: 3- 22
[45]Montes, F.J. Moreno, A.R. &Morales, V .G. Influence of support leadership and team work cohesion on organizational learning, innovation and performance: an empirical examination. Technovation, 2005,25: 1159-1172
[46]Negroponte & Nicholas, Creating a culture of ideas. Technology Review, 2003,106(1): 3 4
[47]Per, J.A., Peter, B.& Jorgen T., Incentive plans for productive efficiency, innovation and learning. Int. J. Production Economics, 2002: 78 1-11
[48]Pilar J., G., Jose, C. L. & Ramon, V. C. Organizational learning capability: a proposal of measurement. Journal of Business Research, 2005, 58(7): 15 -725
[49]陈春,陈泞,我国企业创新文化发展现状研究,集团经济研究,2005(14): 175-178
[50]陈春花,利用企业文化创建竞争优势,科学学与科学技术管理,2004(7): 128-130
[51]戴秋霞,SEC工知识转化过程对于企业的影响,湘潭大学学报(哲学社会科学版),2004,28(01): 133-136
[52]侯杰泰,温忠麟和成子娟.结构方程模型及其应用,北京:教育科学出版社,2004
[53]金巨胜,浅议现代企业文化建设,兰州商学院学报,2005, 21(05):124-126
[54]李敬良,孙志钦,论企业学习力和创新力的提升,企业活力,2004 (9): 24 -25
[2]国家教委社会科学研究与艺术教育司组编,自然辩证法概论,北京:高等教育出版社,1991.
[3]Betz,N.E. The assessment of career development and maturity, In W. bruce Wal sh&Samuel H.Osipow, Career decision marking.
[4]Noe.R.A.Is career management related to employee development and performance journal of Organizational Behavior.
[5]王恩波,朱宪宁,管理者与信息系统,北京:企业管理出版社,1998.
[6][美]理查德·L·达夫特著,领导学原理与实践,杨斌译,北京:机械工业出版社,2005.
[7]肖忠东、段新民编著,社会主义市场经济导论,西安:西安交通大学出版社,2005.
[6]邓荣霖、张用刚主编,《社会主义市场经济与现代企业制度》,中国人民大学出版社,1997.
[8]李宝山,管理经济学,北京:企业管理出版社,1997.
[9]D.郝尔雷格尔,J.W .斯洛克姆,R.W.伍德曼,组织行为学,上海:华东师范大学出版社,2001.
[10]赵曙明,中国企业人力资源管理与开发,世界经济与政治,1996.
[11]陈照明,实用管理心理学,厦门:厦门大学出版社,2002.
[12]赵黎明,现代企业管理学,天津:天津大学出版社,2005.
[13]施礼明、汪星明,现代生产管理,北京:企业管理出版社,1997.
[14]刘伟、刘国宁,现代物流,北京:中国言实出版社,2005.
[15]哈罗德.科兹纳,项目管理的战略规划,北京:电子工业出版社,2002.
[16]凯文.福斯伯格,可视化项目管理,北京:电子工业出版社,2002.
[17]吉姆.麦卡锡,微软团队成功的秘诀,北京:机械工业出版社,2000.
[18]佘凯成,人力资源开发与管理,北京:企业管理出版社,1997.
[19]张建国,徐伟,绩效体系设计,北京:北京工业大学出版社,2000.
[20]何娟,人力资源管理,天津:天津大学出版社,2000.
[21]斯蒂芬P.罗宾斯,组织行为学,北京:北京中国人民出版社,2000.
[22]加里.阿什沃思,整合绩效管理,北京:北京电子工业出版社,2002.
[23]廖泉文,人力资源考评系统,山东:山东人民出版社,2000.
[24]詹铎,黄云平,中国人力资源开发,北京:绩械工业出版社,2000.
[25]朱道平,企业文化与人力资源,北京:北京中国人民出版社,2002.
[26]Warshall J.look,有效指导,北京:北京企业管理出版社,2002.
[27]柯惠新,丁立宏,市场调查与分析.,北京:北京中国统计出版社,2000.
[28]小卡尔.迈克丹尼尔,罗杰.盖兹,当代市场调研,北京:北京机械工业出版社,2001.
[29]林泽英,中国企业人力资源管理操作方案,北京:北京中信出版社,2001.
[30][美]戴斯.等,战略管理:创造竞争优势,北京:中国财政经济出版社,2001.
[31]拉尔夫.G.尼克尔斯,有效沟通,北京:中国人民大学出版社.
[32]郭国庆,成栋,市场营销新论,北京:中国经济出版社,1998.
[33]卿海龙,戴良铁,基于层次分析法的绩效评估指标权重确定方法,商场现代化期刊,2005,44(11):24-26
[34]强瑞,模糊AHP在职工绩效考核中的应用,中国劳动,2000, (9): 59-63
[35]杨兰昆等,基于EVA的管理绩效评价方法,应用与局限、预测,2000, (4): 59 -62
[36]高勇强,人事考核的多层次模糊评价法,中国管理科学,2000, (2): 44-50
[37]McAfee,R.B., Champagn,J., Sission,K., Managing human Relations. Buckingham Open University Press, 1993. 32-36
[38]R. Griffin, G. Mc Mahan, Motivation through job Design. In OB: The State of the Science Journal of Greenberg. 1993.1: 12-136
[39]Huselid. M. A. Documenting HRs. Effect on Company Performance, HR Magazine, 1994 (1): 79-85
[40]彭壁玉,现代工资理论的新发展,南方经济,2000, (6): 41-45
[41]陈捷,绩效评估研究的新进展,南京师范大学学报(社会版),1997, (3):81 -85
[42]Choe, J. M. There relationships among management accounting information, organizational learning and production performance. Journal of Strategic information System, 2004,13: 58-61
[43]Daniel, R., Marie, C.B. Information technology and organizational learning: are view and assessment of research. Accounting Management and Information Technology, 2000 (10) :125-155
[44]Deshpande R., Farley, J. U., Organizational culture, market orientation, innovativeness, and firm performance: an international research odyssey. Int. J. of Research in Marketing, 2004,21: 3- 22
[45]Montes, F.J. Moreno, A.R. &Morales, V .G. Influence of support leadership and team work cohesion on organizational learning, innovation and performance: an empirical examination. Technovation, 2005,25: 1159-1172
[46]Negroponte & Nicholas, Creating a culture of ideas. Technology Review, 2003,106(1): 3 4
[47]Per, J.A., Peter, B.& Jorgen T., Incentive plans for productive efficiency, innovation and learning. Int. J. Production Economics, 2002: 78 1-11
[48]Pilar J., G., Jose, C. L. & Ramon, V. C. Organizational learning capability: a proposal of measurement. Journal of Business Research, 2005, 58(7): 15 -725
[49]陈春,陈泞,我国企业创新文化发展现状研究,集团经济研究,2005(14): 175-178
[50]陈春花,利用企业文化创建竞争优势,科学学与科学技术管理,2004(7): 128-130
[51]戴秋霞,SEC工知识转化过程对于企业的影响,湘潭大学学报(哲学社会科学版),2004,28(01): 133-136
[52]侯杰泰,温忠麟和成子娟.结构方程模型及其应用,北京:教育科学出版社,2004
[53]金巨胜,浅议现代企业文化建设,兰州商学院学报,2005, 21(05):124-126
[54]李敬良,孙志钦,论企业学习力和创新力的提升,企业活力,2004 (9): 24 -25