包钢（集团）电气有限公司经营现状及改进分析
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摘要
包钢(集团)电气有限公司是包钢(集团)下属的一家全资子公司，它的前身是包钢电气修造厂，是计划经济下诞生的小而全的企业，以在包钢内部参加检修工程修造工业用电器为主。寄生母体40多年，无专业化修造，无规模化的生产，无定型的产品，功绩不少，而市场竞争力全无。随着市场经济的建立以及WTO的加入，尤其是现代企业制度的建立，(集团)公司进行主辅分流，分制改革等制度的形成，使得电气修造厂不得不重新面对市场。经过阵痛，焕然一新的电气有限公司于1999年成立了，随着电气公司的成长，电气公司在不断壮大。在2003年，电气公司实现利润470.22万元，达到电气公司历史上的最高点，并拥有内蒙古地区最大的电气股份公司——内蒙古博广电气股份有限公司，是包钢(集团)公司非钢产业上的一大亮点，从昔日的电修厂到今天的电气公司，“一厂”变“三厂”，它的成长是值得包钢其它非钢企业借鉴和学习的。
电气公司的成长在管理创新、技术创新、产品开发、人才开发及企业文化建设等方面是成功的，走在了(集团)公司的前面。但在体制上、产业结构上、宏观与微观环境等环节上都值得商榷。作为电气公司的母公司——包钢(集团)公司应该为电气公司的发展作些什么?给予什么样的支持?电气公司的改革应该走什么样的道路?本文将逐步介绍。总之电气公司的改革能否成功?给包钢(集团)公司其它非钢企业将是重要的启示。
Baogang (Group) Electric Company Limited is a wholly-owned subsidiary under Baogang (Group), formerly named Baogang Electric Repair and Manufacturing Factory. It is a small, complete enterprise, established under the planned economy. Its main business involves inspection and maintenance, including the maintenance of industrial-use electrical equipment at Baogang. It has relied on its mother corporation for 40 years, has no expert maintenance capability, no large-scale production, no products of its own, and no lack of achievements, but no competitiveness. With the establishment of the market economy and the entrance into the WTO, and especially the establishment of the modern enterprise system, Baogang (Group) has separated into main and accessory factories, reforming its system. This has forced Baogang Electric Repair and Manufacturing Factory to face market conditions. After these economic labour pains, the brand new Electric Company Limited was established in 1999. It is growing and expanding continuously
. In 2003, the Electric Company reached profits of 470.22 million Yuan - the highest in its history. It owns the largest joint stock electric company in Inner Mongolia - Inner Mongolia Boguang Joint Stock Electric Company Limited. It has become a bright light among the non-steel enterprises of Baogang (Group) Company. From the former Repair and Manufacturing Factory to today's Electric Company, from 1 factory to 3 factories, its growth is worthy of study and emulation by other Baogang non-steel enterprises.
The Electric Company is successful in the areas of managerial reform, technological innovation, product development, human resources development, and corporate culture building. But its system, its industrial structure, and its macro and micro environments are all open for deliberation. As the mother company of the Electric Company, Baogang (Group) faces a number of questions: What should it do for the development of the Electric Company? What kind of support can it give? What kind of path should it follow towards reform? This article will examine all of these issues. The success of the reform of the Electric Company will be an important lesson for other non-steel enterprises within Baogang (Group) Company.
电气公司的成长在管理创新、技术创新、产品开发、人才开发及企业文化建设等方面是成功的，走在了(集团)公司的前面。但在体制上、产业结构上、宏观与微观环境等环节上都值得商榷。作为电气公司的母公司——包钢(集团)公司应该为电气公司的发展作些什么?给予什么样的支持?电气公司的改革应该走什么样的道路?本文将逐步介绍。总之电气公司的改革能否成功?给包钢(集团)公司其它非钢企业将是重要的启示。
Baogang (Group) Electric Company Limited is a wholly-owned subsidiary under Baogang (Group), formerly named Baogang Electric Repair and Manufacturing Factory. It is a small, complete enterprise, established under the planned economy. Its main business involves inspection and maintenance, including the maintenance of industrial-use electrical equipment at Baogang. It has relied on its mother corporation for 40 years, has no expert maintenance capability, no large-scale production, no products of its own, and no lack of achievements, but no competitiveness. With the establishment of the market economy and the entrance into the WTO, and especially the establishment of the modern enterprise system, Baogang (Group) has separated into main and accessory factories, reforming its system. This has forced Baogang Electric Repair and Manufacturing Factory to face market conditions. After these economic labour pains, the brand new Electric Company Limited was established in 1999. It is growing and expanding continuously
. In 2003, the Electric Company reached profits of 470.22 million Yuan - the highest in its history. It owns the largest joint stock electric company in Inner Mongolia - Inner Mongolia Boguang Joint Stock Electric Company Limited. It has become a bright light among the non-steel enterprises of Baogang (Group) Company. From the former Repair and Manufacturing Factory to today's Electric Company, from 1 factory to 3 factories, its growth is worthy of study and emulation by other Baogang non-steel enterprises.
The Electric Company is successful in the areas of managerial reform, technological innovation, product development, human resources development, and corporate culture building. But its system, its industrial structure, and its macro and micro environments are all open for deliberation. As the mother company of the Electric Company, Baogang (Group) faces a number of questions: What should it do for the development of the Electric Company? What kind of support can it give? What kind of path should it follow towards reform? This article will examine all of these issues. The success of the reform of the Electric Company will be an important lesson for other non-steel enterprises within Baogang (Group) Company.
引文
1．《战略管理》北京大学出版社、科文(香港)出版有限公司 第十版 汤姆森·斯迪克兰德著
2．《营销管理》 中国人民出版社 第十版 菲利普·科特勒著
3．《组织行为学》清华大学出版社 张德著
4．《管理学—原理与方法》周三多 陈传明 鲁明泓编著 复旦大学出版社 1997年第三版
5．《包钢电气人报》
2．《营销管理》 中国人民出版社 第十版 菲利普·科特勒著
3．《组织行为学》清华大学出版社 张德著
4．《管理学—原理与方法》周三多 陈传明 鲁明泓编著 复旦大学出版社 1997年第三版
5．《包钢电气人报》