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开滦集团公司经过改革管理体制,实施了专业化重组,打破了传统的工厂制管理体制,形成了“三个中心”的管理新格局,即集团公司为资本运作中心、专业公司为利润中心、专业公司下属单位为成本中心。新的管理体制切断了企业原有的人、财、物和产、供、销的链条,并且企业的责、权、利也根据“三个中心”的功能定位要求发生了变化。过去矿厂管理体制下,一个煤矿单位负责采购、生产、销售、社区服务和非煤厂点的经营。专业化重组后,原来的矿厂一分为四或一分为二,重组成的煤业公司、经贸公司、多经公司、服务公司分别负责煤炭生产、煤炭销售与物资采购、非煤多经发展、社区服务等职能,剥离社区服务和非煤厂点后重组成的精煤股份公司按照现代企业制度和上市
Kailuan Group Corporation through the reform of management system, the implementation of a specialized restructuring, breaking the traditional factory management system, formed a “three centers ” a new pattern of management, that the group company is the capital operation center, professional companies for profit Center, professional companies affiliated units for the cost center. The new management system cut off the original chains of people, property, property, supply and marketing, and the responsibilities, rights and benefits of enterprises also changed in accordance with the functional requirements of the “three centers.” In the past mining management system, a coal mine unit is responsible for the procurement, production, sales, community service and management of non-coal plant. After the specialization and reorganization, the original mines were divided into four or divided into two parts. The reorganized coal companies, economic and trade companies, multi-economic companies and service companies were respectively responsible for coal production, coal sales and material procurement, and non-coal mines Development, community service and other functions, peeled off the community service and non-coal plant after the reorganization of the coal company in accordance with the modern enterprise system and the market