论文部分内容阅读
大型能源建设企业往往拥有多管理层级、数量庞大的子企业,行业范围覆盖火电、水电、核电、新能源、电网、公路、铁路、矿山、港航、市政、房屋建筑等多个能源建设领域,业务环节涉及前期规划、设计、施工、安装、调试、运行维护等全过程工程管理。企业管理幅度和跨度均较大,管理工作较为复杂。特别是对于经过企业重组整合而新设立的大型能源建设企业,成立之后还肩负企业文化融合、企业管理融合的重要使命。这既增加了管理创新工作的难度,也给管理创新工作带来了较大提升空间。目前,大型能源建设企业的管理创新工作仍存在许多问题,应从多角度、全方位加强管理创新工作的研究和实践,提升企业管理创新工作实效。
Large-scale energy construction enterprises often have multiple management-level and large-scale subsidiaries that cover a wide range of energy construction fields such as thermal power, hydropower, nuclear power, new energy, power grids, highways, railways, mines, ports and shipping, municipal administration and housing construction, Business involves pre-planning, design, construction, installation, commissioning, operation and maintenance of the entire process of project management. The scope and span of enterprise management are larger, management is more complicated. Especially for the large-scale energy construction enterprises that have been newly established through the reorganization and reorganization of enterprises, they have also assumed the important mission of integration of enterprise culture and integration of business management after their establishment. This not only increases the difficulty of managing innovation work, but also brings more room for improvement in management innovation. At present, there are still many problems in the management innovation of large-scale energy construction enterprises. The research and practice of management innovation should be strengthened from all angles and in all aspects so as to enhance the effectiveness of enterprise management innovation.