基于阿米巴經(jīng)營模式的QDXA公司績效評價研究
發(fā)布時間：2018-08-10 17:47
【摘要】：日本企業(yè)家稻盛和夫先生先后創(chuàng)立京瓷和第二電電兩家世界五百強企業(yè),被稱為"經(jīng)營之圣",他總結(jié)自己成功的法寶離不開自己首創(chuàng)的企業(yè)經(jīng)營模式——"阿米巴"經(jīng)營。所謂阿米巴經(jīng)營模式,簡而言之就是把組織劃分成一個個小的團體,并通過獨立核算制加以運作,在公司內(nèi)部培養(yǎng)具備經(jīng)營者意識的干部,實現(xiàn)全體員工參與經(jīng)營。阿米巴經(jīng)營基于牢固的經(jīng)營哲學和精細的部門獨立核算,將企業(yè)劃分為"小集體",像自由自在的重復進行細胞分裂的阿米巴---以各個阿米巴為核心,自行制訂計劃,獨立核算,持續(xù)自主成長。讓每位員工成為主角,全員參與經(jīng)營,依靠全體智慧和努力完成企業(yè)經(jīng)營目標,實現(xiàn)企業(yè)的持續(xù)發(fā)展。實施阿米巴經(jīng)營有兩個必要的前提條件。第一是企業(yè)經(jīng)營者的人格魅力,領(lǐng)導人的公平無私是調(diào)動員工積極性的最大動力,也是實施阿米巴經(jīng)營模式的首要前提條件;第二個前提條件是所謂"哲學共有",換句話說,在實施阿米巴經(jīng)營的過程中,需要協(xié)調(diào)利己和利他、協(xié)調(diào)部門利益和整體利益的辯證法。目前阿米巴經(jīng)營模式在當今世界上日益受到推崇。除了京瓷和KDDI公司之外,現(xiàn)在有越來越多的企業(yè)引進了阿米巴經(jīng)營模式,業(yè)績得以大幅提升。XA集團于1992年開始從事城市管道燃氣業(yè)務(wù),逐步成為國內(nèi)規(guī)模最大的城市燃氣分銷商,主要根據(jù)特許經(jīng)營協(xié)議經(jīng)營特定區(qū)域內(nèi)管道天然氣供銷、汽車加氣站、管道施工等業(yè)務(wù)。目前天然氣行業(yè)改革的方向是參照歐洲模式推進網(wǎng)銷分離,改革后燃氣經(jīng)營企業(yè)憑借特許經(jīng)營權(quán)獨家壟斷經(jīng)營的局面將被打破,終端用氣客戶可以直接與上游燃氣生產(chǎn)供應方協(xié)商采購氣源,原燃氣經(jīng)營企業(yè)開放燃氣管網(wǎng)資源,收取管輸費用。以往那種憑借壟斷地位輕松賺取高氣價差的日子即將結(jié)束。同時,"互聯(lián)網(wǎng)+"時代的到來,給傳統(tǒng)企業(yè)經(jīng)營管理模式帶來了巨大的沖擊,傳統(tǒng)的管理模式流程冗長、效率低下、反應遲緩、客戶滿意度不高,如何提高企業(yè)經(jīng)營效率成為企業(yè)領(lǐng)導層思考的重大課題�；谏鲜鲈�,為了應對行業(yè)未來的變化,提高運行效率,練好內(nèi)功,XA集團領(lǐng)導層深刻認識到對組織進行一場變革勢在必行,方法就是阿米巴經(jīng)營。QDXA燃氣公司作為集團標桿成員企業(yè),近年來隨著公司快速發(fā)展,組織臃腫、流程繁瑣、企業(yè)運行效率低下、客戶滿意度下降的問題也日益明顯,基于公司、客戶和員工的痛點出發(fā),QDXA燃氣公司主動申請成為首批進行管理變革的試點企業(yè)之一,并承擔起探索利用阿米巴模式進行以績效評價變革的任務(wù)。本文作者通過介紹燃氣行業(yè)的運行模式和發(fā)展態(tài)勢,分析公司進行變革的必要性;通過研究阿米巴經(jīng)營模式的理論和具體案例,論證該種模式適用于燃氣行業(yè)及本公司;并通過對公司各項業(yè)務(wù)、發(fā)展歷程和組織架構(gòu)進行分析,得出各項業(yè)務(wù)進行變革的具體方式;思考為順利進行組織變革,對內(nèi)部流程的相應梳理和優(yōu)化,并制定相應配套政策,以滿足客戶需求為原則,劃小核算單元,重新制定績效評價體系,充分調(diào)度動員工積極性,實現(xiàn)客戶價值與員工自我價值的雙贏,從而為集團內(nèi)成員企業(yè)乃至燃氣行業(yè)推廣阿米巴模式下的績效評價變革提供有益的借鑒和參考。
[Abstract]:Japan's entrepreneur, Mr. Inamori Inamori, has established Kyocera and Second Electric Power Company, two of the world's top 500 enterprises, known as the "holy of management". He concluded that his success can not be separated from his first business model - "Amiba" business. The so-called Amiba business model, in short, is to divide the organization into a small group. Amiba's management is based on a firm philosophy of management and fine-grained sectoral independent accounting, which divides the enterprise into "small groups", like Amiba, which divides cells freely and repeatedly - - with each amoeba Let every employee become the leading role, all the staff participate in the operation, rely on all the wisdom and efforts to complete the business objectives of the enterprise, and realize the sustainable development of the enterprise. Selflessness is the greatest motivation to mobilize the enthusiasm of workers, but also the first prerequisite for the implementation of the amoeba business model; the second prerequisite is the so-called "philosophical co-existence", in other words, in the implementation of amoeba business process, the need to coordinate self-interest and altruism, the dialectics of the interests of departments and the overall interests. In addition to Kyocera and KDDI, more and more enterprises have introduced the Amiba business model, which has greatly improved their performance. XA Group began to engage in urban pipeline gas business in 1992 and gradually became the largest distributor of urban gas in China, mainly through franchise agreements. At present, the direction of the reform of the natural gas industry is to promote the separation of network sales according to the European model. After the reform, the monopoly of the gas business enterprise by means of franchise will be broken, and the end-user can directly produce and supply the upstream gas. The party negotiated the procurement of gas sources, the original gas management enterprises opened the gas pipeline network resources, and collected the cost of pipeline transportation. In the past, the days of easy gaining high gas price difference by the monopoly position were coming to an end. At the same time, the arrival of the "Internet plus" era brought great impact on the traditional enterprise management mode, and the traditional management mode was lengthy and inefficient. Because of the above reasons, in order to cope with the future changes in the industry, improve operational efficiency, and improve internal skills, the leadership of XA Group has deeply realized that it is imperative to carry out a change in the organization, the method is Amibaba operation. XA Gas Company, as a benchmarking member of the group, has become one of the first batch of pilot enterprises to apply actively for management reform in recent years with the rapid development of the company, overstaffed organization, cumbersome process, inefficient operation of the enterprise, and declining customer satisfaction. By introducing the operation mode and development trend of the gas industry, the author analyzes the necessity of the company's reform, proves that the model is applicable to the gas industry and the company by studying the theory and specific cases of the amoeba business model. Through the analysis of the company's business, development process and organizational structure, we can get the specific ways of business transformation; think about organizational change smoothly, comb and optimize the internal process, and formulate corresponding supporting policies to meet customer needs as the principle, reduce accounting units, redesign the performance evaluation system, fill Dispatching mobilizes the enthusiasm of employees to achieve a win-win situation between customer value and employee self-value, thus providing a useful reference for the group members and even the gas industry to promote the performance evaluation reform under the Amoeba model.
【學位授予單位】：山東大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F299.24;F275
本文編號：2175736
[Abstract]:Japan's entrepreneur, Mr. Inamori Inamori, has established Kyocera and Second Electric Power Company, two of the world's top 500 enterprises, known as the "holy of management". He concluded that his success can not be separated from his first business model - "Amiba" business. The so-called Amiba business model, in short, is to divide the organization into a small group. Amiba's management is based on a firm philosophy of management and fine-grained sectoral independent accounting, which divides the enterprise into "small groups", like Amiba, which divides cells freely and repeatedly - - with each amoeba Let every employee become the leading role, all the staff participate in the operation, rely on all the wisdom and efforts to complete the business objectives of the enterprise, and realize the sustainable development of the enterprise. Selflessness is the greatest motivation to mobilize the enthusiasm of workers, but also the first prerequisite for the implementation of the amoeba business model; the second prerequisite is the so-called "philosophical co-existence", in other words, in the implementation of amoeba business process, the need to coordinate self-interest and altruism, the dialectics of the interests of departments and the overall interests. In addition to Kyocera and KDDI, more and more enterprises have introduced the Amiba business model, which has greatly improved their performance. XA Group began to engage in urban pipeline gas business in 1992 and gradually became the largest distributor of urban gas in China, mainly through franchise agreements. At present, the direction of the reform of the natural gas industry is to promote the separation of network sales according to the European model. After the reform, the monopoly of the gas business enterprise by means of franchise will be broken, and the end-user can directly produce and supply the upstream gas. The party negotiated the procurement of gas sources, the original gas management enterprises opened the gas pipeline network resources, and collected the cost of pipeline transportation. In the past, the days of easy gaining high gas price difference by the monopoly position were coming to an end. At the same time, the arrival of the "Internet plus" era brought great impact on the traditional enterprise management mode, and the traditional management mode was lengthy and inefficient. Because of the above reasons, in order to cope with the future changes in the industry, improve operational efficiency, and improve internal skills, the leadership of XA Group has deeply realized that it is imperative to carry out a change in the organization, the method is Amibaba operation. XA Gas Company, as a benchmarking member of the group, has become one of the first batch of pilot enterprises to apply actively for management reform in recent years with the rapid development of the company, overstaffed organization, cumbersome process, inefficient operation of the enterprise, and declining customer satisfaction. By introducing the operation mode and development trend of the gas industry, the author analyzes the necessity of the company's reform, proves that the model is applicable to the gas industry and the company by studying the theory and specific cases of the amoeba business model. Through the analysis of the company's business, development process and organizational structure, we can get the specific ways of business transformation; think about organizational change smoothly, comb and optimize the internal process, and formulate corresponding supporting policies to meet customer needs as the principle, reduce accounting units, redesign the performance evaluation system, fill Dispatching mobilizes the enthusiasm of employees to achieve a win-win situation between customer value and employee self-value, thus providing a useful reference for the group members and even the gas industry to promote the performance evaluation reform under the Amoeba model.
【學位授予單位】：山東大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F299.24;F275
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