基於基業健康的B公司管理模式研究

Abstract

我國能源管材行業及公司發展面臨瓶頸，如何在這樣的外部環境下，探索適合B公司發展進而實現基業健康的管理模式，為其今後的發展提供有實際應用價值的指導或參考，具有重要的理論意義和現實意義。 本文以B公司為例，首先基於對相關理論的回顧和分析，提出本文基於公司基業健康的動態管理模式表徵。其次，本文通過對公司外部宏觀環境和行業環境的分析以及對公司內部資源能力的分析，對公司戰略進行再定位，確保公司基業健康，追求公司基業常青。第三，本文基於公司的基業健康從公司文化建設、公司治理結構及機制、人力資源機制開發、持續核心競爭力和運營管理模式這五個方面構建公司管理模式。最後，本文對研究進行總結和展望。

China’s energy pipe industry is confronted with huge development bottleneck. Against such a background, it is of vital theoretical and practical importance to explore some kind of effective managerial model that is in line with the future development of Company B, and helps to realize its goal of “Built to be Healthy”. This study takes Company B as an example, and puts forward the “Built to be Healthy” dynamic managerial model features based on relevant literature review in the first place. Secondly, this study formulates strategic repositioning of the Company B in order to ensure “Built to be Healthy” and seek “Built to Last”, after detailed analysis of its external macro-environment and industrial environment, as well as its internal resource and capabilities. Afterwards, this study constructs a managerial model along such dimensions as corporate cultural construction, corporate governance structure, human resource mechanism development, sustainable core competency and operations management. Lastly, this study sums up the research and looks into the future.