國(guó)有企業(yè)獨(dú)立子公司權(quán)力分配的研究——以鎮(zhèn)江市給排水工程公司為例

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摘要:組織結(jié)構(gòu)是一個(gè)企業(yè)或公司的生產(chǎn)經(jīng)營(yíng)活動(dòng)有序化進(jìn)行的支撐體系。我國(guó)國(guó)有企業(yè)的組織結(jié)構(gòu)經(jīng)過(guò)了許多年的改革, 在組織結(jié)構(gòu)方面越來(lái)越趨于完善，但是大多數(shù)國(guó)有企業(yè)都忽略了一個(gè)重要的問(wèn)題：權(quán)力分配。現(xiàn)在的國(guó)有企業(yè)尤其是具有規(guī)模的企業(yè)在對(duì)子公司進(jìn)行管理時(shí)更趨向于將權(quán)力集中，采用集權(quán)的管理模式。但在現(xiàn)在的市場(chǎng)經(jīng)濟(jì)環(huán)境下，一味的采用集權(quán)的方式已經(jīng)不符合發(fā)展需要了，國(guó)有企業(yè)在對(duì)子公司進(jìn)行管理過(guò)程中，也應(yīng)當(dāng)適當(dāng)?shù)姆艡?quán)。對(duì)于國(guó)有企業(yè)獨(dú)立子公司而言，正確的管理方式可以避免企業(yè)走彎路，簡(jiǎn)單的復(fù)制母公司的管理模式、由母公司以集權(quán)的方式全權(quán)負(fù)責(zé)子公司的發(fā)展也越來(lái)越不現(xiàn)實(shí)。對(duì)集權(quán)與分權(quán)的權(quán)衡選擇也顯得尤為迫切。
基于國(guó)有企業(yè)在權(quán)力分配上的發(fā)展現(xiàn)狀，本文通過(guò)實(shí)際調(diào)研考察，從實(shí)際情況出發(fā)，尋找真正適合國(guó)有企業(yè)獨(dú)立子公司的權(quán)力管理模式，使企業(yè)在選擇科學(xué)合理的管理模式的基礎(chǔ)上快速發(fā)展。

關(guān)鍵詞：國(guó)有企業(yè)；組織結(jié)構(gòu)；調(diào)整與優(yōu)化；集權(quán)與分權(quán)


Abstract The organizational structure is the support system of an enterprise or the company's production and operation activities in order to. The organizational structure of the state-owned enterprise of our country after many years of restructuring, the structure tends to be more and more perfect, but most state-owned enterprises ignore an important question: the allocation of rights. Now the state-owned enterprises especially with the scale of the enterprise management in the branch more tend to focus on the right, the centralized management pattern. But in the present market economic environment, a taste of the centralized mode can not meet the development needs of the company, state-owned enterprises in the management process, should also be appropriate decentralization. For the state-owned enterprises with independent branch, the right management mode can avoid detours, simply copy the corporation to centralized management, responsible for the corporation development branch is also increasingly unrealistic. The centralization and decentralization balance is particularly urgent.
Based on the state-owned enterprises in the distribution of power development situation, this paper examines, from the actual situation, to find really suitable for state-owned enterprises independent branch of the right management mode, the rapid development of enterprises based on selecting the reasonable and scientific management mode.

Key Words State-owned enterprises; organizational structure;
adjustment and optimization of the centralization and decentralization

目錄
第一章緒論 1
1.1 問(wèn)題的提出 1
1.2 研究目的與意義 1
1.3 研究思路與方法 2
第二章 權(quán)力分配中的相關(guān)理論綜述 3
2.1權(quán)力分配模式的定義、原則、分類(lèi) 3
2.2集權(quán)與分權(quán) 4
2.3 理論研究現(xiàn)狀 4
2.4國(guó)有企業(yè)中的權(quán)力分配 6
第三章 母子公司權(quán)力分配中的問(wèn)題研究 8
3.1鎮(zhèn)江市自來(lái)水公司與給排水工程公司 8
3.2公司權(quán)力分配問(wèn)題調(diào)研 9
3.3母子公司權(quán)力分配中存在的問(wèn)題 9
3.4母子公司權(quán)力分配中存在問(wèn)題的原因分析 10
第四章 母子公司權(quán)力分配的對(duì)策研究 13
4.1明確母子公司各部門(mén)權(quán)力和職責(zé)，避免責(zé)權(quán)的重合和空白 13
4.2增加子公司的決策權(quán) 13
4.3建立母子公司間的溝通機(jī)制 13
4.4提高子公司管理者的素質(zhì) 14
4.5權(quán)力責(zé)任相匹配 15
結(jié)論 16
致 謝 17
參考文獻(xiàn) 18
附錄A 20