论文标题:辽化多元化经营发展对策研究
The Research on Human Resource Management Problems in Wuhan East-lake Hi-tech Development Zone
论文作者 王仁军
论文导师 王雪华,论文学位 硕士,论文专业 工商管理
论文单位 大连理工大学,点击次数 83,论文页数 44页File Size2063k
2003-08-20论文网 http://www.lw23.com/lunwen_242899272/ 辽化;多元化经营;对策
LiaoHua;business diversification(BD);measure
中国石油辽阳石油化纤公司是我国七十年代引进国外成套设备建设的四大化纤基地之一。在发展的过程中围绕着大炼油、大化工、大化纤主体业务开展多元化经营；1999年企业进行分立重组，主业生产及辅助装置全部划入了石化分公司；存续部分(辽化)，作为具有独立法人资格的大型国有企业，其主要收入来源是为石化分公司提供综合配套服务；随着中油集团的三项补贴费用及一些优惠相继取消，辽化经营出现被动局面。如何围绕石化分公司适度开展多元化经营，成为辽化持续发展迫切需要解决的问题。 本论文共分五大部分。第一部分从多元化经营类型、经营绩效和经营特点等方面对辽化多元化经营的现状进行了分析。第二部分对辽化多元化经营中存在的主要问题及原因进行了分析。存在的主要问题是辽化多元化经营的依赖性较大，人员负担较重，多元化经营水平不高，产业规模偏小，缺乏竞争优势等。第三部分是根据辽化的具体特点，并结合国内外相关理论，制定了辽化发展多元经营的基本原则和总体思路。其内容是：本着实力、适度、相关等原则，发挥辽化优势，把握市场机遇，规避决策风险，结构适度调整，积极发展主业。第四部分从组织体制的建立、产业结构的调整、企业竞争优势的培育等方面制定辽化多元经营的发展对策。第五部分对论文全文进行了总结。 文中的主要结论将对辽化发展多元经营起到一定的借鉴作用。
Liaoyang Petrochemical Fiber Complex, under the administration of China Petrochemical, is one of the four chemical fiber bases founded in 1970s with sets of imported equipment. During the development, the business diversification centered around such major industries as mass refinery, mass chemical, mass petrochemical fiber. The enterprise went through reorganization in 1999. Major industries and aiding equipment were grouped into the branch of China Petrochemical Corporation (CPC) while the remaining body, LiaoHua Co., became a large-scale state-owned enterprise as an independent corporate organization. Most of its revenue is gained by supplying comprehensive and accessory services for the CPC branch. With the successive cancellation of three subsidies and some of the preferential from the CPC, the remaining body faced tough and severe situations. It is major the topic to solve that how should LiaoHua Co. properly practise BDS around the main body, the public limited company came out.The paper consists of 5 chapters. Chapter 1 :Preface.Analysing the current diversified of LiaoHua Co. from the perspectives of diversification types, operating results and operating characteristics. Chapter 2:Analysing the major problems in the process of business diversification and their reasons. The major problems are: the great reliance of the business diversification, employees" heavy burdens, low diversification level, small industry scale, a lack of the advantage of competition, etc. Chapter 3: In light of the special occasions in LiaoHua Co. and relative strategic theory of enterprises home and abroad, a basic principle and general idea for LiaoHua is made to develop diversification. Its content is: boosting LiaoHua"s advantage in accordance with the principle of capacity, moderation and relevance; seizing the market opportunity; avoiding policy risks; adjusting structure appropriately and expanding the major industries attentively. Chapter 4: Drawing up counter-measures in the business diversification in LiaoHua Co. from the aspects of establishing organization systems, adjusting industry structures, cultivating enterprise"s core skills. ChapterS: Conclusion.The major conclusion of this thesis will offer a reference for LiaoHua Co. to implement BDS.
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