大连叉车总厂经营现状分析及对策研究
摘要
管理创新是现代企业发展的不竭动力。经验表明，中国的企业已经认识到管理创新的必要性和急迫性，大连叉车总厂进行初步的管理创新。但如何把管理创新活动制度化，如何持续管理创新，并且增强企业的持续发展能力，对大叉厂来说还是一个正在摸索的问题。
“经营现状分析及对策研究”对大叉厂有特殊的意义。管理是第二生产力，是企业富强以及维持企业持续发展关键所在。与国内外同行业相比，大叉厂在管理上还存在一些差距。而要改变这种现状，惟有大叉厂担负起管理创新的重任才行。追逐利润和技术领先是大叉厂的两项基本任务。优秀的企业应该既是一家有丰厚利润的企业，也是一个有效的技术领先者。要实现有效的管理创新，企业必须走持续管理创新之路。
如何促使企业持续管理创新?本文在综合分析企业经营现状的基础上，并对企业的外部经济环境(宏观、中观)以及企业核心竞争力剖析的基础上，始终站在市场经济和现代企业制度的立场上，找出企业在组织和人、营销、生产和研发等管理方面存在的差距，在系统、真实、可行地对存在的主要差距的研讨基础上，运用现代管理理论，明确企业在组织和人、营销、生产和研发主要管理运营环节的发展策略和实施措施，赶超合肥和杭州厂，做强做大企业，实现企业跨越式发展。
本文对企业持续管理创新的研究是初步的，尽管笔者研读了大量相关的文献资料，也曾努力对现代管理理论进行概括和总结，对企业进行持续的实地调查研究，运用定性和定量相结合的方法，对企业的现状以及存在的问题进行分析，并且加以对策研究，但限于笔者的水平和能力，肯定有不妥之处，恳请各方面专家批评指正。
Management creative is the. endless power for the development of modern enterprises. The history shows that Chinese enterprises have already understand the necessity and urgency for the management creative. Dalian Forklift general factory is in the process of initial management creativeness. But it is still a issue of exploring for Dalian Forklift general factory how to systemlize the management creative activities, how to continue the management creative and enhance the continuous development ability of the enterprise.
"Analysis of management status and countermeasure research" has a special meaning for Dalian Forklift factory. Management is the second productivity, it is the key point for the enterprises to survive and keep the continuous development. Compared with the domestic peers, Dalian Forklift factory still has some gap to go in the management. To change the present situation, it is the only way for Dalian Forklift factory to make the management creative. Seeking for profit and technology leading are the two basic tasks for Dalian Forklift factory. Excellent enterprises should be a enterprises with good profit and affective leading technology together. To realize enterprises the affective management creative, the enterprise has to choose the road of continuous management creative.
How to urge the enterprise to continue the management creative? This article is searching for the gap that the enterprise is having in the field of marketing, production and research at the basis of general analysis for enterprises general management status, enterprise outer economic environment (Macro and Micro) and enterprises core competitive ability, meanwhile, seeking for the enterprise developing strategy and methods in the field of marketing, production and research to catch up with Hefei Forklift factory and Hangzhou Forklift factory, to strengthen, enlarge the factory and to realize the spanning developing of the enterprise by using the modern management theory at the basis of research of systemly, truly and workably for the major gap the enterprises.
This article just make a initial research for the continuous management creative, although the writer has studies a lot of relating materials, has tried to make some summarization and conclusion for the modern management theory, has made investigation and research for the enterprise continuously on the spot and make an analysis, search for countermeasures for the existing problems of the enterprises by using the combination analysis of qualitative and quantitative, there must be some imperfects due to the writer of limitation and ability, I hereby ask for the advice of the experts from any fields.
“经营现状分析及对策研究”对大叉厂有特殊的意义。管理是第二生产力，是企业富强以及维持企业持续发展关键所在。与国内外同行业相比，大叉厂在管理上还存在一些差距。而要改变这种现状，惟有大叉厂担负起管理创新的重任才行。追逐利润和技术领先是大叉厂的两项基本任务。优秀的企业应该既是一家有丰厚利润的企业，也是一个有效的技术领先者。要实现有效的管理创新，企业必须走持续管理创新之路。
如何促使企业持续管理创新?本文在综合分析企业经营现状的基础上，并对企业的外部经济环境(宏观、中观)以及企业核心竞争力剖析的基础上，始终站在市场经济和现代企业制度的立场上，找出企业在组织和人、营销、生产和研发等管理方面存在的差距，在系统、真实、可行地对存在的主要差距的研讨基础上，运用现代管理理论，明确企业在组织和人、营销、生产和研发主要管理运营环节的发展策略和实施措施，赶超合肥和杭州厂，做强做大企业，实现企业跨越式发展。
本文对企业持续管理创新的研究是初步的，尽管笔者研读了大量相关的文献资料，也曾努力对现代管理理论进行概括和总结，对企业进行持续的实地调查研究，运用定性和定量相结合的方法，对企业的现状以及存在的问题进行分析，并且加以对策研究，但限于笔者的水平和能力，肯定有不妥之处，恳请各方面专家批评指正。
Management creative is the. endless power for the development of modern enterprises. The history shows that Chinese enterprises have already understand the necessity and urgency for the management creative. Dalian Forklift general factory is in the process of initial management creativeness. But it is still a issue of exploring for Dalian Forklift general factory how to systemlize the management creative activities, how to continue the management creative and enhance the continuous development ability of the enterprise.
"Analysis of management status and countermeasure research" has a special meaning for Dalian Forklift factory. Management is the second productivity, it is the key point for the enterprises to survive and keep the continuous development. Compared with the domestic peers, Dalian Forklift factory still has some gap to go in the management. To change the present situation, it is the only way for Dalian Forklift factory to make the management creative. Seeking for profit and technology leading are the two basic tasks for Dalian Forklift factory. Excellent enterprises should be a enterprises with good profit and affective leading technology together. To realize enterprises the affective management creative, the enterprise has to choose the road of continuous management creative.
How to urge the enterprise to continue the management creative? This article is searching for the gap that the enterprise is having in the field of marketing, production and research at the basis of general analysis for enterprises general management status, enterprise outer economic environment (Macro and Micro) and enterprises core competitive ability, meanwhile, seeking for the enterprise developing strategy and methods in the field of marketing, production and research to catch up with Hefei Forklift factory and Hangzhou Forklift factory, to strengthen, enlarge the factory and to realize the spanning developing of the enterprise by using the modern management theory at the basis of research of systemly, truly and workably for the major gap the enterprises.
This article just make a initial research for the continuous management creative, although the writer has studies a lot of relating materials, has tried to make some summarization and conclusion for the modern management theory, has made investigation and research for the enterprise continuously on the spot and make an analysis, search for countermeasures for the existing problems of the enterprises by using the combination analysis of qualitative and quantitative, there must be some imperfects due to the writer of limitation and ability, I hereby ask for the advice of the experts from any fields.
引文
[1] 时述禄．企业发展规划纲要．大连：大连叉车总厂，2002：1-4
[2] 李家连．现代企业经营分析．北京：北京经济管理出版社， 1998：3
[3][美] Richard L. Daft . Essentials of Organization & Design, 2th Edition. South-Western College Publishing, a division of Thomson Learning. 2001:27-30
[4] 王俊文．世界经济面临三大不确定因素．物流技术与应用．2001：7(19)
[5] 王卫国．世界经济不会再次陷入衰退．管理周刊．2002，8：4
[6] 周克瑜．2002年经济运行呈现七大新特点．工业经济周刊．2002，12：2-4
[7] 王世安．薄熙来纵论辽宁七大机遇六大困难．中国企业报．2003，2498：2
[8] 大连市统计局．2002年大连市国民经济和社会发展统计公报．大连日报．2003，20410：2
[9] 孙春兰．全面学习贯彻十六大精神加快“大大连”建设步伐为早日实现现代化目标而奋斗．大连日报，2002，20375：2
[10] 李永金．政府工作报告．大连日报．2003，20419：1-2
[11] 王虹．数字的背后是什么．机械周刊．2002，48：2-4
[12] 刘雪梅．产品热市场火来年业绩更可期．工程机械．2002，4588：2-4
[13] 国家经贸委行业规划司．解读工程机械行业“十五”发展规划．工程机械与维修．2001，9：37
[14] 吴清一．中国叉车市场调查分析．物流技术与应用．2001，6(18)：29-30
[15] 朱森第．核心竞争力这一概念是怎么产生的．管理周刊．2002，12：1-2
[16] 苏宁．中国企管水平需升级．中华经理学刊．2002，8：8
[17] 迟双明．柳传志决策联想的66金典．北京：中国商业出版社，2002：7-9
[18] [美]Fred R. David. Strategic Management .Prentice Hall, Inc. a Pearson Education Company. 2001:152
[19] [美]Richard Daft, Management, 3rd ed .Orlando, Fla. Dryden Press , 1999:512
[20] 郭国庆，成栋．市场营销新论．北京：中国经济出版社，1997：19
[21] 刘登义，翁向东．营销误区扼杀本土品牌杰信咨询开出医治良方．名牌周刊．2003，8：3
[22] 樊煜．2002年工程机械行业十大看点．机械周刊．2003，96：3
[23] 夏志琼．细分市场总能找到卖点．名牌周刊．2003，12：3
[24] 傅家骥，姜彦福，雷家骥．技术创新．北京：企业管理出版社，1992：87
[25] 向刚．企业持续创新重要性与基本概念．经济问题探索．1996，6：18-23
[26] [美] G. DosiSources, Procedures, and Microeconomic Effects of Innovation. Journal of Economic Literature, VoL. ⅩⅩⅥ, 1988, 1120—1171
[27] [英] N. Rosenberg. Perspectives on Technology. London: Cambridge University Press, 1976.108—125
[28] 夏保华．企业持续技术创新的结构．沈阳：东北大学出版社，2001：20-22
[29] 陈昌曙．技术哲学引论．北京：北京科学出版社，1999：156
[30] 马克思．机器自然力和科学的应用．北京：北京人民出版社，1978：14
[31] [美]A．D．钱德勒．看得见的手．北京；北京商务出版社，1987：439
[32] [美]C. Freeman. The Economics of Industrial Innovation. Mass.: MIT Press, 1982:12
[2] 李家连．现代企业经营分析．北京：北京经济管理出版社， 1998：3
[3][美] Richard L. Daft . Essentials of Organization & Design, 2th Edition. South-Western College Publishing, a division of Thomson Learning. 2001:27-30
[4] 王俊文．世界经济面临三大不确定因素．物流技术与应用．2001：7(19)
[5] 王卫国．世界经济不会再次陷入衰退．管理周刊．2002，8：4
[6] 周克瑜．2002年经济运行呈现七大新特点．工业经济周刊．2002，12：2-4
[7] 王世安．薄熙来纵论辽宁七大机遇六大困难．中国企业报．2003，2498：2
[8] 大连市统计局．2002年大连市国民经济和社会发展统计公报．大连日报．2003，20410：2
[9] 孙春兰．全面学习贯彻十六大精神加快“大大连”建设步伐为早日实现现代化目标而奋斗．大连日报，2002，20375：2
[10] 李永金．政府工作报告．大连日报．2003，20419：1-2
[11] 王虹．数字的背后是什么．机械周刊．2002，48：2-4
[12] 刘雪梅．产品热市场火来年业绩更可期．工程机械．2002，4588：2-4
[13] 国家经贸委行业规划司．解读工程机械行业“十五”发展规划．工程机械与维修．2001，9：37
[14] 吴清一．中国叉车市场调查分析．物流技术与应用．2001，6(18)：29-30
[15] 朱森第．核心竞争力这一概念是怎么产生的．管理周刊．2002，12：1-2
[16] 苏宁．中国企管水平需升级．中华经理学刊．2002，8：8
[17] 迟双明．柳传志决策联想的66金典．北京：中国商业出版社，2002：7-9
[18] [美]Fred R. David. Strategic Management .Prentice Hall, Inc. a Pearson Education Company. 2001:152
[19] [美]Richard Daft, Management, 3rd ed .Orlando, Fla. Dryden Press , 1999:512
[20] 郭国庆，成栋．市场营销新论．北京：中国经济出版社，1997：19
[21] 刘登义，翁向东．营销误区扼杀本土品牌杰信咨询开出医治良方．名牌周刊．2003，8：3
[22] 樊煜．2002年工程机械行业十大看点．机械周刊．2003，96：3
[23] 夏志琼．细分市场总能找到卖点．名牌周刊．2003，12：3
[24] 傅家骥，姜彦福，雷家骥．技术创新．北京：企业管理出版社，1992：87
[25] 向刚．企业持续创新重要性与基本概念．经济问题探索．1996，6：18-23
[26] [美] G. DosiSources, Procedures, and Microeconomic Effects of Innovation. Journal of Economic Literature, VoL. ⅩⅩⅥ, 1988, 1120—1171
[27] [英] N. Rosenberg. Perspectives on Technology. London: Cambridge University Press, 1976.108—125
[28] 夏保华．企业持续技术创新的结构．沈阳：东北大学出版社，2001：20-22
[29] 陈昌曙．技术哲学引论．北京：北京科学出版社，1999：156
[30] 马克思．机器自然力和科学的应用．北京：北京人民出版社，1978：14
[31] [美]A．D．钱德勒．看得见的手．北京；北京商务出版社，1987：439
[32] [美]C. Freeman. The Economics of Industrial Innovation. Mass.: MIT Press, 1982:12