本文選題：機場綜合區(qū)資源　切入點：管理型機場　出處：《華南理工大學》2012年碩士論文　論文類型：學位論文

【摘要】：近年來，由于國家經濟環(huán)境的不斷改善，我國機場業(yè)的發(fā)展前景是好的，同時，隨著國內機場改革發(fā)展的不斷深入，變革管理模式以促進機場業(yè)更好更快發(fā)展已成為業(yè)界關注的焦點。從宏觀上看，機場運營管理的實質就是對機場各項資源調配使用的過程，機場資源既是機場賴以存在與發(fā)展的載體，同時也是機場加強管理、創(chuàng)造收益的基本要素。從國外先進機場經驗來看，全面加強機場資源管理、提升專業(yè)化水平是推動機場運營管理模式轉型的重要環(huán)節(jié)和手段。從目前看來，我國機場應當由經營型向管理型轉變，但是在短時間內，我國機場不可能由放棄直接經營而過渡到純粹的管理型機場，那么，如何進一步理清機場管理機構屬性，以便完善機場管理體制和管理模式，從而提高機場管理水平，是國內大型機場十分關注的問題。 本文擬從廣州白云國際機場管理現狀出發(fā)，主要采用了文獻綜合分析法、實地調查法和深度訪問法等。首先，，掌握了廣州白云國際機場管理模式及其特點，總結現階段廣州白云國際機場管理模式存在的根本性問題，然后大量查閱了管理及管理診斷評估的相關文獻，總結和分析了國內、國外大型機場管理模式診斷評估，接著，開展相關準備工作，進而進行數據采集與分析，通過內部訪談結合現場情況考察進行定性分析、綜合分析得出診斷意見，最后在該診斷的基礎上就廣州白云國際機場綜合區(qū)這一區(qū)域作為研究重點，提出相關的優(yōu)化方案。 本文通過對廣州白云國際機場綜合區(qū)資源管理模式研究，得出以下結論： （一）要加快推進機場資源管理進程，應該推動機場管理模式轉型。這就要求成立機場資源管理機構，實現統一配置和管理。 第一，負責機場資源的總體規(guī)劃和綜合開發(fā)。一方面，機場資源管理機構要統一機場資源管理權限，全面對機場資源管理流程進行審核，并建立科學的機場運行流程體系。另一方面，切實加強對前場資源的規(guī)劃管理，對目前存在的一些資源利用缺陷重新整合，優(yōu)化區(qū)域內的資源配置。 第二，制定機場管理相關運營標準和配套機制，并承擔管理權限。 第三，對機場資源進行評估，通過深化和挖掘機場資源，不斷擴大外延效果，實現資源品牌的增值。 （二）要加快推進機場管理進程，應該推動機場管理模式轉型。這就要求整合機場內部資源，實現專業(yè)化管理。
[Abstract]:In recent years, due to the continuous improvement of the national economic environment, the prospects for the development of the airport industry in China are good. At the same time, with the deepening of the domestic airport reform and development, Change management mode to promote better and faster development of the airport industry has become the focus of the industry. From a macro perspective, the essence of airport operation management is the process of allocating and using the airport resources. Airport resources are not only the carriers for the existence and development of airports, but also the basic elements for strengthening airport management and generating profits. From the experience of advanced foreign airports, we should comprehensively strengthen airport resource management. Upgrading the specialization level is an important link and means to promote the transformation of airport operation and management mode. From the current point of view, the airport in our country should change from management to management, but in a short period of time, It is impossible for Chinese airports to transition from direct management to purely managed airports. So, how to further clarify the attributes of airport management institutions in order to perfect the airport management system and management model, thereby improving the airport management level, Is the domestic large-scale airport very concerned about the problem. Based on the present management situation of Guangzhou Baiyun International Airport, this paper mainly adopts the comprehensive analysis method of literature, field investigation and depth visiting method, etc. Firstly, it grasps the management mode and its characteristics of Guangzhou Baiyun International Airport. Summarizing the fundamental problems existing in the management mode of Guangzhou Baiyun International Airport at this stage, then consulting a large number of relevant documents on management and management diagnosis and evaluation, summarizing and analyzing the diagnostic evaluation of the management model of large airports at home and abroad, and then, Carry out relevant preparatory work, and then carry out data collection and analysis, through internal interviews combined with on-site investigation qualitative analysis, comprehensive analysis of the diagnosis opinion, Finally, based on the diagnosis, this paper puts forward the relevant optimization scheme for the integrated area of Guangzhou Baiyun International Airport. Based on the study of the resource management model of Guangzhou Baiyun International Airport, this paper draws the following conclusions:. (1) in order to speed up the process of airport resource management, we should promote the transformation of airport management mode, which requires the establishment of airport resource management institutions and the realization of unified allocation and management. First, responsible for the overall planning and comprehensive development of airport resources. On the one hand, the airport resource management agencies should unify the authority of airport resource management and conduct an overall audit of the airport resource management process. On the other hand, we should strengthen the planning and management of the front field resources, reintegrate some existing resource utilization defects, and optimize the resource allocation in the region. Second, develop airport management related operating standards and supporting mechanisms, and assume management authority. Thirdly, the evaluation of airport resources, through deepening and excavator field resources, constantly expand the extension effect, to achieve resource brand value. (2) to speed up the process of airport management, we should promote the transformation of airport management mode, which requires the integration of airport internal resources and the realization of specialized management.
【學位授予單位】：華南理工大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F562

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本文編號：1591651