天津国华盘山发电有限责任公司有效管理体系的研究
摘要
本文以天津国华盘山发电有限责任公司的发展进程为例，从公司组织机构变迁、企业薪酬管理体制的变革以及企业文化建设的历程三个方面分析国有企业的改革发展过程，从而探索适应社会主义市场经济体制下的电力企业管理模式。
国华盘电公司企业的组织机构是从以基本建设为主生产准备为辅的筹建期的组织机构形式开始，该阶段的组织机构形式属于直线制的组织管理模式。到后来投产初期到设备稳定后的一直采用的直线职能制的组织机构形式。在发展过程中逐步实现了实业公司的独立经营，直至检修公司的独立运营，但是公司的组织机构形式一直属于直线职能制的组织机构形式。公司下一步拟采用的是更加扁平化的直线职能制的组织机构形式，并强化了市场营销和人力资源部门的作用，从而建立适应新形势下的企业组织管理模式。
国华盘电公司原有的薪筹管理制度是计划经济体制下的分配制度，工资项目多、结构复杂、不易于操作，收入差距小，激励作用不大，尤其是不能吸引和保留专业技术骨干力量，易造成人才的流失，降低企业的劳动效率和经济效益。改革后公司实行岗位效益等级工资制度，其内容主要由基本工资、岗位工资、绩效奖励和特殊津贴所组成。通过上述改革实现了薪酬水平与市场工资价位相匹配，从而保证公司薪酬水平具有竞争优势；改革后薪酬标准与岗位贡献挂钩，拉大了关键岗位与与一般岗位的收入差距，达到了激励员工的目的；改革后工资组成结构更加简化，也便于操作。
盘电公司的企业文化也经历了漫长的发展进程，从电厂建设创业时期的“艰苦奋斗、无私奉献”的创业型文化；到机组投产初期创业型文化向奉献型企业文化的转变。直至最后公司推行的“以人为本、爱岗敬业、团队协作、追求卓越、奉献社会”的环境文化。
本文通过对盘电公司组织机构、薪筹管理制度、企业文化的发展进程的分析，我们可以看到一个国有企业为适应市场经济的发展而不断变革的过程，同时我们也可以探索满足市场经济需要的社会主义企业新型管理模式。本文同时结合上述分析工作对提高国华盘电公司企业的管理效能提出了意见和建议，相信对国华盘电公司的管理者能够提供有益的参考。
For the example of the development course in the Tianjin Guohua Panshan Power Generation Co.Ltd, analyses the reform and develop process of the state-owned enterprise from the flux of company's institution, the transform of the salary manage system in the enterprise, and the construct course in enterprise's civilization, in order to seek after a new manage pattern of the electric power enterprise to suit for the system of market economy in the socialism.
The institution of the Tianjin Guohua Panshan Power Generation Co.Ltd was started from the constructing time, the infrastructure was priority and the manufacture preparing was assistant, it was belonged to the beeline style manage pattern. From the initial manufacture time to the time after the machine was stabilized, the institution adopted the beeline function style all the while. At the follow time, gradually realized the independence management in the industry company and in the examining and repairing company, but the other institutions was always belonged to the beeline function style. At the next time, planning to use the beeline function style more flatter, and will aggrandize the function of the market manage department and the manpower resource department, to construct a new pattern of enterprise manage institution to suit for the new situation.
The old salary manage system in the Tianjin Guohua Panshan Power Generation Co.Ltd was the average distribute system under the planned economy system. It had many disadvantages, for example, many items of laborage, complex structure, difficult to operate, little different incomes, and no inspiriting function, especially may cause the prediction of a person's luck, and couldn't holding and attracting specialists as backbones, it fell the work efficiency and the economy benefits in the company. After the reform, the company carries out the laborage system of the post benefit in different grades; the main contents are made up of base pay, post pay, performance encouragement and special allowance. Through the above reform, realize the salary level
matching with the market laborage value, thereby to ensure the company's salary level has the predominance in competition. After the reform, the salary standard is pothooking with the different contributions in different posts, enlarge the different incomes between the key posts and the commonly posts, and realize the aim of inspiriting employees. The reformed salary has more simple structure and easy to operate.
The enterprise's civilization of the Tianjin Guohua Panshan Power Generation Co.Ltd has a long period of improvement, from the style of the carve out civilization of "strive hard and consecrate selflessly" in the carve out time, to change to the consecration civilization in the initial manufacture time, and at last push the civilization circumstance of the "take the mankind as root, love post and respect work, collaborate with each other, search for the excellence, consecrate to the society".
Through the analyses of the development of the Tianjin Guohua Panshan Power Generation Co.Ltd in the company's institution, the salary manage system in the enterprise, the enterprise's civilization. We can see a changing process of a state-owned enterprise to suit the development of the market economy. In the same time, we can search after a new manage pattern of the socialism enterprise to meet the needs of the market economy. Through the above analyses we bring forward our opinions and suggestions of the enterprise manage efficiency to Tianjin Guohua Panshan Power Generation Co.Ltd, they may afford a profitable reference to the governors of the Tianjin Guohua Panshan Power Generation Co.，Ltd.
国华盘电公司企业的组织机构是从以基本建设为主生产准备为辅的筹建期的组织机构形式开始，该阶段的组织机构形式属于直线制的组织管理模式。到后来投产初期到设备稳定后的一直采用的直线职能制的组织机构形式。在发展过程中逐步实现了实业公司的独立经营，直至检修公司的独立运营，但是公司的组织机构形式一直属于直线职能制的组织机构形式。公司下一步拟采用的是更加扁平化的直线职能制的组织机构形式，并强化了市场营销和人力资源部门的作用，从而建立适应新形势下的企业组织管理模式。
国华盘电公司原有的薪筹管理制度是计划经济体制下的分配制度，工资项目多、结构复杂、不易于操作，收入差距小，激励作用不大，尤其是不能吸引和保留专业技术骨干力量，易造成人才的流失，降低企业的劳动效率和经济效益。改革后公司实行岗位效益等级工资制度，其内容主要由基本工资、岗位工资、绩效奖励和特殊津贴所组成。通过上述改革实现了薪酬水平与市场工资价位相匹配，从而保证公司薪酬水平具有竞争优势；改革后薪酬标准与岗位贡献挂钩，拉大了关键岗位与与一般岗位的收入差距，达到了激励员工的目的；改革后工资组成结构更加简化，也便于操作。
盘电公司的企业文化也经历了漫长的发展进程，从电厂建设创业时期的“艰苦奋斗、无私奉献”的创业型文化；到机组投产初期创业型文化向奉献型企业文化的转变。直至最后公司推行的“以人为本、爱岗敬业、团队协作、追求卓越、奉献社会”的环境文化。
本文通过对盘电公司组织机构、薪筹管理制度、企业文化的发展进程的分析，我们可以看到一个国有企业为适应市场经济的发展而不断变革的过程，同时我们也可以探索满足市场经济需要的社会主义企业新型管理模式。本文同时结合上述分析工作对提高国华盘电公司企业的管理效能提出了意见和建议，相信对国华盘电公司的管理者能够提供有益的参考。
For the example of the development course in the Tianjin Guohua Panshan Power Generation Co.Ltd, analyses the reform and develop process of the state-owned enterprise from the flux of company's institution, the transform of the salary manage system in the enterprise, and the construct course in enterprise's civilization, in order to seek after a new manage pattern of the electric power enterprise to suit for the system of market economy in the socialism.
The institution of the Tianjin Guohua Panshan Power Generation Co.Ltd was started from the constructing time, the infrastructure was priority and the manufacture preparing was assistant, it was belonged to the beeline style manage pattern. From the initial manufacture time to the time after the machine was stabilized, the institution adopted the beeline function style all the while. At the follow time, gradually realized the independence management in the industry company and in the examining and repairing company, but the other institutions was always belonged to the beeline function style. At the next time, planning to use the beeline function style more flatter, and will aggrandize the function of the market manage department and the manpower resource department, to construct a new pattern of enterprise manage institution to suit for the new situation.
The old salary manage system in the Tianjin Guohua Panshan Power Generation Co.Ltd was the average distribute system under the planned economy system. It had many disadvantages, for example, many items of laborage, complex structure, difficult to operate, little different incomes, and no inspiriting function, especially may cause the prediction of a person's luck, and couldn't holding and attracting specialists as backbones, it fell the work efficiency and the economy benefits in the company. After the reform, the company carries out the laborage system of the post benefit in different grades; the main contents are made up of base pay, post pay, performance encouragement and special allowance. Through the above reform, realize the salary level
matching with the market laborage value, thereby to ensure the company's salary level has the predominance in competition. After the reform, the salary standard is pothooking with the different contributions in different posts, enlarge the different incomes between the key posts and the commonly posts, and realize the aim of inspiriting employees. The reformed salary has more simple structure and easy to operate.
The enterprise's civilization of the Tianjin Guohua Panshan Power Generation Co.Ltd has a long period of improvement, from the style of the carve out civilization of "strive hard and consecrate selflessly" in the carve out time, to change to the consecration civilization in the initial manufacture time, and at last push the civilization circumstance of the "take the mankind as root, love post and respect work, collaborate with each other, search for the excellence, consecrate to the society".
Through the analyses of the development of the Tianjin Guohua Panshan Power Generation Co.Ltd in the company's institution, the salary manage system in the enterprise, the enterprise's civilization. We can see a changing process of a state-owned enterprise to suit the development of the market economy. In the same time, we can search after a new manage pattern of the socialism enterprise to meet the needs of the market economy. Through the above analyses we bring forward our opinions and suggestions of the enterprise manage efficiency to Tianjin Guohua Panshan Power Generation Co.Ltd, they may afford a profitable reference to the governors of the Tianjin Guohua Panshan Power Generation Co.，Ltd.
引文
1. 刘光明 企业文化 经济管理出版社 2002年3月第三版 P385-406
2. 刘俊成 袁庆华 企业创新理念 中国广播电视出版社 2003年1月第一版 P147-176 P267-279
3. 苏亚民 付慧芬 现代营销学 对外经济贸易大学出版社 1998年第一版 P284-318
4. 田小燕 总裁演讲录 中国档案出版社 2002年10月第一版 P3-9
5. 武欣 绩效管理实物手册 机械工业出版社 2001年12月第一版 P1-32
6. 朱明侠 竞争性营销战略 对外经济贸易大学出版社 2001年8月第一版 P95-110
7. 庄强 王功民 以人为本 企业管理出版社 1999年10月第一版 P83-109
8. 阿尔文.伯恩斯 罗纳德.布什 营销调研 中国人民大学出版社 2001年5月第一版 P1-16
9. 美 杰克.韦尔奇 杰克.韦尔奇自传 中信出版社 2001年10月第一版 P145-157
10. 克雷格.彼得森 克里斯.刘易斯 管理经济学 中国人民大学出版社 1998年10月第一版 P419-439
11. 美 雷蒙德 人力资源管理 清华大学出版社 2000年10月第一版 P1-37
12. 美 罗宾斯 组织行为学 清华大学出版社 1997年3月第一版 P292-502
2. 刘俊成 袁庆华 企业创新理念 中国广播电视出版社 2003年1月第一版 P147-176 P267-279
3. 苏亚民 付慧芬 现代营销学 对外经济贸易大学出版社 1998年第一版 P284-318
4. 田小燕 总裁演讲录 中国档案出版社 2002年10月第一版 P3-9
5. 武欣 绩效管理实物手册 机械工业出版社 2001年12月第一版 P1-32
6. 朱明侠 竞争性营销战略 对外经济贸易大学出版社 2001年8月第一版 P95-110
7. 庄强 王功民 以人为本 企业管理出版社 1999年10月第一版 P83-109
8. 阿尔文.伯恩斯 罗纳德.布什 营销调研 中国人民大学出版社 2001年5月第一版 P1-16
9. 美 杰克.韦尔奇 杰克.韦尔奇自传 中信出版社 2001年10月第一版 P145-157
10. 克雷格.彼得森 克里斯.刘易斯 管理经济学 中国人民大学出版社 1998年10月第一版 P419-439
11. 美 雷蒙德 人力资源管理 清华大学出版社 2000年10月第一版 P1-37
12. 美 罗宾斯 组织行为学 清华大学出版社 1997年3月第一版 P292-502