资源整合后新兴煤炭企业“十二五”时期的管理策略  

Study on the management strategy of emerging coal enterprises after the coal resource integration during the 12th Five-Year-Plan period

作　　者：谭章禄[1] 吕明[1] 刘婵[1] 

机构地区：[1]中国矿业大学(北京)管理学院,北京市海淀区100083

出　　处：《中国煤炭》2012年第3期15-17,29,共4页China Coal

基　　金：中央高校基本科研业务费资助项目(2011YG02)

摘　　要：煤炭资源整合、兼并重组后形成的为数不少的国有企业控股、民营企业参股的新兴煤炭企业,在"十二五"时期如何制定管理策略以实现健康平稳可持续发展成为了摆在企业管理者面前的重要问题。分析了新兴煤炭企业的现状和问题,并提出了"四步走"的管理策略:过渡阶段实行职能外包,改造阶段实行职能分公司化,提升阶段建立大治理监管结构,追求卓越阶段实现核心产业上市。There is an increasing amount of enterprises which are the state-controlled and private economy co-investment on the market after the coal resource integration and merging. How these companies make management strategy and develop healthily and sustainability during the 12th five-year-plan period is a significant problem that the enterprise managers will face. This paper analyzes the present situation and problems of these enterprises, and thus proposes ＂four- step＂ management strategy, namely, to implement function outsourcing in transition stage; to implement function branch in transformation stage; to establish governance structure in the up- grade stage and to realize the companies listed in the pursuit of excellence stage.

关 键 词：管理策略 资源整合 新兴煤炭企业 

分 类 号：TD-9[矿业工程]