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本文针对上海石化炼油化工部事业部改制过程中的实践,试论事业部改制的目的和相应的概念、方式,对实践过程进行客观的评价,并提出完善事业部模式的思考。一、概述以组建事业部制为标志的上海石化企业结构重组已跨入了关键时期,在事业部制的探索和试点上,人们开始转变观念用经济眼光反思企业重组。作为上海石化事业部制试点的炼油化工部(以下简称炼化部)已经历了探索实践的10年。1997年底,由原一部五厂(区)改制为一部六个生产联合装置和三个
This article aims at the practice in the reform of SBU’s business department, discusses the purpose and corresponding concept and method of the SBU’s restructuring, objectively evaluates the practice process, and puts forward the thinking of perfecting SBU’s model. I. Overview The restructuring of Shanghai Petrochemical Company, which is marked by the formation of the SBU, has entered a crucial period. On the exploration and pilot program of the SBU, people began to change their concept and reconsider the reorganization of enterprises through economic eyesight. As a pilot unit of Shanghai Petrochemical Engineering Department of Refining and Chemical (hereinafter referred to as the Ministry of Refining and Chemical) has experienced 10 years of exploration and practice. At the end of 1997, a former five-factory (district) system was reorganized into a six-unit production complex and three units