新疆油田公司采油B厂中层管理者执行力提升研究

发布时间：2018-06-20 09:05

本文选题：采油B厂 + 中层管理者　；参考：《石河子大学》2013年硕士论文

【摘要】：2010年,克拉玛依市人民政府、油田党委着眼于长远发展,依据自身优势,提出打造“世界石油城”的632战略发展目标,即：加快建设油气生产、炼油化工、技术服务、机械制造、石油储备、工程教育“六大基地”,突出发展金融、信息、旅游“三大新兴产业”,着力打造高品质城市、最安全城市“两个平台”。 “632"战略的提出意味着克拉玛依这座彰显着蓬勃生命力的现代化石油工业城市正在从一个资源型城市向综合型城市转型。而所属的石油企业在打造世界石油城的大环境下,正经历着前所未有的经济一体化、信息网络化、知识全新化的冲击和影响,每一种冲击都对企业提出了新的挑战,执行力决定着一个企业的兴衰,而中层管理者的执行力水平则决定了企业执行力的强弱。本文以新疆油田公司采油B厂为例,运用文献研究法、调查研究法、理论分析与实证分析结合及定量研究法等方法来研究该厂中层管理者的执行力。首先,对该厂的组织机构、中层管理者性别、年龄、学历等人力资源状况进行调查和分析。其次,通过各种渠道,分别与采油B厂的高层管理者、不同岗位的中层管理者和基层员工代表进行访谈,初步了解中层管理者在该厂执行力状况及可能影响执行力的相关因素。在访谈的基础上,分析出影响中层管理者执行力的三大因素和25项指标。再通过对不同部门基层员工满意度、不同部门中层管理者执行力重要度和满足度进行问卷调查,建立起“中层管理者执行力提升指标的优先改进矩阵”模型,对该厂中层管理者执行力的现状进行深入分析。再次,在对影响采油B厂中层管理者执行力因素进行深入分析的基础上,分别从组织、群体和个人等层面上提出有效提升执行力的对策和建议,为该厂中层管理者执行力落实、企业决策科学性和执行有效性提供理论依据和方法支撑,为提升石油企业竞争力提供决策参考。
[Abstract]:In 2010, the Kelamayi Municipal people's Government and the oil field party committee put forward the 632 strategic development goal of building a "world oil city" based on their own advantages, that is, speeding up the construction of oil and gas production, refining and chemical industry, and technical services. "six major bases" for machinery manufacturing, oil reserves and engineering education, to highlight the development of "three major emerging industries" in finance, information and tourism, and to strive to build high-quality cities, The "two platforms" of the safest city. The "632" strategy means that Karamay, a thriving modern oil industry city, is transforming from a resource-based city to a comprehensive one. Under the environment of building a world oil city, the petroleum enterprises are experiencing unprecedented economic integration, information networking, and the impact and impact of new knowledge. Each kind of impact has put forward new challenges to the enterprises. Executive power determines the rise and fall of an enterprise, while the level of middle-level executive power determines the strength of an enterprise. This paper takes Xinjiang Oilfield Company Oil recovery Plant B as an example to study the executive power of middle managers in Xinjiang Oilfield Company by using the methods of literature research, investigation, theoretical and empirical analysis and quantitative research. First of all, the organization, middle managers gender, age, education and other human resources situation were investigated and analyzed. Secondly, through various channels, interview with the senior managers of oil production B plant, middle managers of different positions and representatives of grass-roots employees, preliminary understanding of the implementation of the middle managers in this plant and the relevant factors that may affect the execution ability. On the basis of interview, the paper analyzes three factors and 25 indexes that affect the executive ability of middle managers. Through the questionnaire survey on the satisfaction degree of grass-roots employees in different departments, the importance and satisfaction of executive ability of middle managers in different departments, a model of "priority improvement Matrix of Executive Power Promotion Index of Middle-level managers" is established. The implementation of the middle-level managers of the plant to conduct in-depth analysis of the status quo. Thirdly, on the basis of deeply analyzing the factors that affect the executive power of middle managers in the B plant, the paper puts forward the countermeasures and suggestions to improve the executive ability from the organization, group and individual level respectively, so as to implement the executive power of the middle managers of the plant. The scientific decision-making and the effectiveness of execution provide theoretical basis and method support for improving the competitiveness of petroleum enterprises.
【学位授予单位】：石河子大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.91;F426.22

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