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开滦建设集团公司2002年实施专业化重组后,形成了以“建筑、安装、地矿、矿建、制冷、装饰装修、电梯、设备租赁、多种经营、计量检测”10个分公司为核心层、以“线缆、轻钢彩板、建材、涂料、铁塑”5个控股子公司为紧密层,以“建通房地产、德赛橡胶、开滦设计院”3个参股公司为半紧密层,以自愿与公司联合的其他法人企业为松散层的,全新的具有现代企业制度特征的新的集团化管理体制。建设集团公司的组建,预示着公司的队伍更加壮大、实力更加雄厚、市场更加广泛、抵御风险能力更加强大。如何在生产、经营、管理等诸多方面,实现集团化公司管理优势,提高企业核心竞争力,提高市场占有率,是开滦建设集团公司重组后应着手解决的一大课题。
Kailuan Construction Group in 2002 after the implementation of specialized restructuring, formed a “building, installation, mining, mining, refrigeration, decoration, elevators, equipment leasing, diversified operations, measurement testing,” 10 subsidiaries As the core layer to “cable, light steel color plates, building materials, coatings, iron and plastic ” five holding subsidiaries for the close to “Jian Tong real estate, Desai Rubber, Kailuan Design Institute ” 3 A joint-stock company is a semi-close, with the other companies voluntarily unite the company as a loose layer, a new modern enterprise system characterized by a new group management system. The formation of the construction group company indicates that the company’s team is even stronger, its strength is stronger, the market is more extensive and its ability to resist risks is even stronger. How to realize the advantages of the group company in management, improve the core competitiveness and increase the market share in the aspects of production, operation and management is a major issue to be solved after the reorganization of Kailuan Construction Group Company.