摘要
企业作为社会生产的重要组成部分和经济单元,其存在必须与社会生产力
的发展及经济体制相适应,随着我国企业规模的不断扩大,传统的科层制管理显
然己很难适应企业的发展需求,既要做到“大鱼吃小鱼”,又要做到快鱼吃慢
鱼”,内部模拟市场化的管理模式是当代摸索的主要路径,其内涵就是要求科层
制和市场化的高度有效结合,既有规模化的效应,内部各子公司、各部门又能快
速应对市场,核算细化,保证短、平、快的管理。在国内企业管理的实践中,内
部模拟市场化作为一种新型管理模式尚处于摸索阶段。
本文首先对企业内部模拟市场化的概念、运营机制进行理论的分析,并和科
层制下的企业管理绩效进行对比,同时对以往国内企业的内部模拟市场化实践进
行了分析,重点对海尔的“基于市场链的业务流程再造”模式进行了分析,得出
其创新点和不足点。
本文的重点部分,结合DN集团实际庞大的组织架构,讨论分析根据模拟市
场化需求,进行相应组织架构的设置,确定三级市场的主体,根据不同层级的市
场建立合适的运营机制和关键指标,在确保集团战略前提下,尽可能发挥各级市
场主体的能动性。并通过DN集团近一年的内部模拟市场化的运营结果以及关键
指标的跟踪,分析其内涵,确定该机制对集团的运营效率的提高、管理的优化起
到了很大的提升作用。
另外,也简要分析了 DN集团在内部模拟市场化的过程所碰到的问题,主要
是各市场主体在运作过程中,由于权力的充分下放,各自为王,同时为了保证自
己小集团的利益,进行信息的封锁,而集团公司制度缺陷也比较明显,核算的合
理性、对各市场主体的约束机制等都需要进一步完善,以确保短期利益与长期利
益、部门利益和集团整体利益、短平快的市场灵活反应与规模化的集团优势能相
结合,实现资源共享,管理优化的目的。
本文以国内外的理论作为指导,针对我国典型大型民型企业内部如何模拟市
场进行了实践性的探索,具有较大的推广价值。
关键词:管理优化、传统科层制、内部模拟市场化、运营机制、绩效提升、
浙江工业大学硕士学位论文
基于企业内部模拟市场化的DN集团管理优化研究
Optimization Research of DN Group Management based on
the Enterprise Internal Market-oriented Simulation
Abstract
As an important part of social production and economic unit, enterprises1
existence should adapt to the development of social productive forces and economic
system. With constant expansion of our company, obviously the traditional
hierarchical management is hard to adapt to the needs of enterprise development. Not
only to achieve big fish eat little fish,but also fast fish eat slow fish,the management
model of internal market-oriented simulation is the main path of contemporary
exploration, which means highly effective combination of bureaucratic system and
market, namely large-scale effects, quick response to market within various
subsidiaries and departments and accounting refined to ensure a short, flat, fast
management. As a new management model, internal market-oriented simulation is
still in the theory searching stage among domestic enterprises’ management practice.
In this paper, the concept and operation mechanism of enterprises internal
market-oriented simulation are analysed, a comparison between corporate
management performance under bureaucracy and the internal simulation was made.
At the same time, domestic enterprises internal market-oriented simulation practice in
the past was analysed, focusing on the analysis of Haierfs mode of market chain-based
business process reengineering, which derived its innovation and insufficient points.
In addition, problems encountered in internal market-oriented simulation process
within DN Group are simply analysed, mainly each for the king due to fully
devolution of power through the operation of each market main body, and meanwhile
the blockade of information in order to ensure the interests of their own small group.
The Group also has obvious deficiencies in its system. The reasonableness of
accounting and constraints mechanism of market players need further improvement in
order to ensure short-term benefits and long-term interests, sectoral interests and the
Group's overall interests. Combining the flexible reaction of short-flat-fast market and
scale advantages of the Group to realize the resource sharing and optimized
management.
Taking domestic and overseas theory as the guide, this paper makes a practical in
exploration on how to simulate the market within Chinese typical large private
enterprises, which has great promotional value.
Key words: management optimization, the traditional hierarchical
management,internal market-oriented simulation, operation mechanism,management
performance improvement