电网企业实施文化管理战略问题探讨

企业化管理已成为电网企业管理创新的内容之一，国家电网公司的企业化建设体系正逐步推广，各省网公司也相应的围绕国网公司化理念打造执行化。由于电力行业和电力企业均处在改革之中，电网企业化呈现“变革化”的特征，因此确定企业化战略的方向是决定电网企业化建设是否取得实效的关键。电网企业化战略必须与经营战略相适应，并适应社会、技术、市场、改革的需要。对于企业化战略如何突出执行化的目标，服务于企业管理、经营、发展的实践需要，本作了深入的探讨，为我们加强企业化建设拓展了思路。[编按]     

实践战略导向型企业文化管理

湖南省怀化电业局不断创新管理理念、管理方法、管理模式,立足企业发展战略平台,在推动“战略导向型企业文化管理”的实践中,先后提出了一系列文化管理思想,不仅为企业战略的实施提供了支持,也为企业的改革与发展注入了强大动力。自2001年推行“战略导向型企业文化管理”以来,怀化电业局的售电量、销售收入、企业利税连续4年实现两位数持续增长,截至2004年末,保持电网连续安全运行超过1100天。售电量增长幅度、企业     

关于加强和培育企业的执行力文化的探讨

执行已经成为企业所面临的最大问题之一，大量企业经营失败的案例表明，企业战略经营失败的原因源于其战略缺乏可执行的基础。企业要想取得成功，必须拥有全新的执行理念，通过创建有效的执行文化，将战略、人员与运营流程三个要素有机结合，并使执行力文化成为企业的基因，并贯穿企业发展的各个方面。文章结合通用电气、海尔等优秀企业的执行力文化，提出了培育企业执行力文化的思路与策略。     

开展创建星级班组活动的作法

班组是企业生产经营活动中的基本单位,其建设和好坏直接关系到企业经营的成败。所有的宏观决策、战略措施,都需要通过班组执行等微观的因素来产生效果的。可以说班组管理和建设是企业经营发展的基石,也是企业战略得以实现的基石。我们加强班组建设,就是要从源头上解决执行问题,以班组建设带动管理和执行的各个环节,并将管理从重点从关注事向全面重视人进行转变。综上所述,加强班组建设,是新形势下企业工会工作的一项重要任务。西     

平衡计分卡在我国电网企业绩效评估的应用分析

根据我国电网企业的战略和经营目标,建立与之相适应的绩效评价和战略管理体系,是加强企业战略管理、促进电网企业可持续发展的一项重要措施.分析了电网企业生产经营的关键目标,探讨了电网企业采用平衡计分卡进行绩效评价的作用.在此基础上,提出了电网企业采用平衡计分卡进行绩效评价的关键步骤,并针对电网企业的特点,建立了包括财务、客户、内部流程和学习成长等4个方面的关键评价指标.     

对电网企业创建执行文化的探讨

电网企业执行文化由3个层次构成,一是关于执行的理念和价值观;二是关于执行的管理制度;三是执行行为的方式、方法和工具。电网企业的执行文化所构成的执行力,可以分为3个层次,一是战略执行力及战略执行文化;二是策略执行力及策略执行文化;三是个人执行力及员工执行文化。     

企业后勤文化建设的创新与思考

企业改革需要文化支持,企业经营需要文化推动,企业发展战略需要文化开发,企业管理需要文化调控,企业形象需要文化塑造,企业声誉需要文化传播。后勤文化是一种新的文化形态,后勤文化创新是后勤管理、服务向高层次发展的标志。成功的后勤文化是后勤发展的重要决定因素之一,是后勤企业经营管理创新的基础,是企业无形的约束与支柱,是一种精神动力。     

人力资源精益化管理与提升

<正>结合当前电网企业人力资源管理面临的挑战,从企业战略支撑、主营业务融合、专业方法优化三个角度,重点阐述了职能机制、定编定员、培训开发、绩效薪酬、职业生涯等人力资源专业管理提升思路。新形势下,电网企业要保持良好的经营局面,需要主动适应改革,深入分析当前的外部环境,加强企业管理,从生产经营、人力资源管理等方面入手,改变商业盈利模式,确保企业长期盈利能力。人力资源精益化管理,是以精益思想作指导,从精益的     

标准化供电所建设中的迁安特色

供电所作为供电企业的基层班组和服务前沿,是关系到企业战略执行、管理落实、文化落地的“最后100米”。如何建立“管理有序、执行有力、约束有效”的基层班组。成为新时期供电企业的一个重要课题。“真理来源于实践”,迁安市电力公司主动适应县级供电企业上划管理需要,以标准化建设为切入点,     

应加强企业发展战略研究

党的十五届四中全会通过的《中共中央关于国有企业改革和发展若干重大问题的决定》提出“要加强企业发展战略研究”,并把它作为加强企业管理,从严管理企业,实现管理创新的首要工作。这一要求十分符合企业的实际,企业亟待加强发展战略研究,制订和实施明确的发展战略、技术创新战略和市场营销战略。一、加强企业发展战略研究的意义在市场经济条件下,企业发展战略研究十分重要,企业的一切生产经营活动都需要以发展战略作为指导,能否正确制定发展战略关系到企业的生死存亡、兴衰成败,其重要意义在于:１．有利于统一企业的意志,增强企业的控制力…     

Marketing's contribution to the implementation of business strategy: an empirical analysis

This paper describes a study that assesses the performance implications of matching marketing strategy to business strategy. In order to conduct this study we first reviewed the literature on marketing strategy to identify its key dimensions. We then conducted a survey of 1000 senior marketing executives about the strategic marketing practices adopted in their respective firms or business units, and developed scales to describe 11 strategic marketing activities. We next performed a K‐means cluster analysis using these scales to develop a taxonomy of marketing strategy types consisting of: Aggressive Marketers, Mass Marketers, Marketing Minimizers, and Value Marketers. We then observed that superior performance at the firm or SBU level was achieved when specific marketing strategy types were matched with appropriate Miles and Snow (1978) business strategy types. Copyright © 2001 John Wiley & Sons, Ltd.     

From autonomous strategic behavior to emergent strategy

This study develops a model of emergent strategy formation at a large telecommunications firm. It integrates prominent traditions in strategy process research—strategy as patterned action, as iterated resource allocation and as practice—to show how emergent strategy originates as a project through autonomous strategic behavior, then subsequently becomes realized as a consequence of mobilizing wider support to provide impetus, manipulating strategic context to legitimate the project by constructing it as consonant with the prevailing concept of strategy, and altering structural context to embed it within organizational units, routines, and objectives. The study theorizes the role of “practices of strategy articulation” in emergent strategy formation, and explains why some autonomous strategic behavior becomes “ephemeral” and disappears rather than enduring to become emergent strategy. Copyright © 2013 John Wiley & Sons, Ltd.     

How should you stabilise your supply chains?

This case based research paper examines the stabilisation strategies used within seven supply chains and presents a framework to help practitioners stabilise their chains. The findings show that organisations should first select a cushioning strategy and then reduce demand uncertainty to lower the level of cushion held. However, they need to recognise that other organisations within the supply chain are making similar decisions and the whole supply chain needs to be stabilised. Despite this, businesses seem to only share information about their demand uncertainty-reducing mechanisms and not their cushioning strategies. This means that companies often make decisions in isolation of each other, which can then destabilise the chain.     

浅析房地产营销贯穿于项目的始终

章从房地产选址、产品定位、树立品牌效应等方面论述了房地产营销效果不是产品形成后阶段性努力的结果，而是全过程的系统工程。     

Demand-side reactive strategies for supply disruptions in a multiple-product system

This research examines demand-side reactive strategies for supply disruption in a multiple assemble-to-order system. We consider an assemble-to-order system with two substitute products where the demand is price-sensitive and disruption-sensitive. Two different supply disruption situations are examined: disruption of the low-value component and disruption of the high-value component. We propose and compare the performance of four reactive strategies for managing supply disruptions, namely, the backordering strategy, the upgrading/downgrading strategy, the compensation strategy, and the mixed strategy. We find that the compensation strategy and the mixed strategy can keep more customers than the backordering strategy and the upgrading strategy during the supply disruption of the low-value product. For the disruption of the high-value product, the total number of customers keeps constant. But it does lead to the reallocation of customers among the products. We find that the mixed strategy is the best reactive strategy and the backordering strategy is the worst one among the four reactive strategies.     

中国国际采矿展发展战略构想

从中国国际采矿展和美国国际矿业展世界两大采矿展会的组织、观众、技术及影响力出发,深刻分析中国国际采矿展与美国矿业展的不同。为中国国际采矿展今后发展提出发展建议和措施。展会成功的核心是采矿行业先进装备技术和安全技术的引进和展示。结合我国煤炭行业形势及煤机制造业现状,为中国国际采矿展的发展提出了"立足我国煤炭行业,巩固行业地位,积极参与国际竞争,不断提升服务水平,力争培育出世界一流品牌展览会"的战略。提出了人才战略、品牌战略和发展战略3大展会战略构想。     

公司创业战略模式及应用——一个系统化过程模型

在现有的研究中,对于公司创业战略的探讨还存在较大模糊性。本文首先对于公司创业战略概念进行了解构,指出公司创业战略概念系由公司创业的战略化以及公司战略的创业化两条线索演进而来。基于公司战略过程模型的建构,本文分析了公司创业战略的几种模式,并且进一步提出了公司创业战略模式的应用建议。     

SBU strategy and performance: The moderating effects of the corporate-SBU relationship

This study suggests that the link between an SBU strategy and performance is moderated by the SBU's relationship with corporate management. Information processing arguments suggest that this relationship, typically characterized by general measures of centralization, has been inappropriately conceptualized in prior research. An alternative view, one that considers which decisions and activities should be controlled by the individual SBU, is proposed and tested. The results of a study of 496 SBUs indicate that SBU performance is enhanced when: (1) SBUs with an external strategic orientation control environmental monitoring activities and strategic decision analysis, and (2) SBUs with an intraorganizational orientation control those activities relating to operations. Weaker SBU performance is associated with SBU control over those functions and activities not central to the SBU's business strategy. Therefore, it is suggested that the corporate-SBU relationship can either facilitate or inhibit the implementation of the SBU's intended strategy.     

防御型专利战略在我国企业中的应用研究

专利战略已经成为企业生存和发展的重要保障。防御型专利战略是打破竞争对手技术垄断的关键。研究我国企业如何运用防御型专利战略,抵御国外企业的专利进攻,开拓自己的市场,具有十分重要的现实意义     

Perspectives—From China Strategy to Global Strategy

This article argues that starting with substantial divergence, China strategy research and global strategy research are now converging. This scholarly transformation is largely driven by the recent rise of the Chinese economy, which has emerged from being a peripheral member of the global economy to a core contributor. I trace some of the early roots of China research in our field, outline the beginning of my own China research, and discuss my more recent research which has become more global incorporating substantial China and non-China elements. In addition, I use the emergence of the institution-based view of strategy, which has been largely propelled by China research, to shed light on how China research may make more global theoretical contributions beyond the immediate context of this research. Finally, to further push China research to the center stage of global strategy research, I recommend that scholars “act local, think global.”