广州白云国际机场综合区管理模式研究

发布时间：2018-03-10 04:02

本文选题：机场综合区资源　切入点：管理型机场　出处：《华南理工大学》2012年硕士论文　论文类型：学位论文

【摘要】：近年来，由于国家经济环境的不断改善，我国机场业的发展前景是好的，同时，随着国内机场改革发展的不断深入，变革管理模式以促进机场业更好更快发展已成为业界关注的焦点。从宏观上看，机场运营管理的实质就是对机场各项资源调配使用的过程，机场资源既是机场赖以存在与发展的载体，同时也是机场加强管理、创造收益的基本要素。从国外先进机场经验来看，全面加强机场资源管理、提升专业化水平是推动机场运营管理模式转型的重要环节和手段。从目前看来，我国机场应当由经营型向管理型转变，但是在短时间内，我国机场不可能由放弃直接经营而过渡到纯粹的管理型机场，那么，如何进一步理清机场管理机构属性，以便完善机场管理体制和管理模式，从而提高机场管理水平，是国内大型机场十分关注的问题。本文拟从广州白云国际机场管理现状出发，主要采用了文献综合分析法、实地调查法和深度访问法等。首先，，掌握了广州白云国际机场管理模式及其特点，总结现阶段广州白云国际机场管理模式存在的根本性问题，然后大量查阅了管理及管理诊断评估的相关文献，总结和分析了国内、国外大型机场管理模式诊断评估，接着，开展相关准备工作，进而进行数据采集与分析，通过内部访谈结合现场情况考察进行定性分析、综合分析得出诊断意见，最后在该诊断的基础上就广州白云国际机场综合区这一区域作为研究重点，提出相关的优化方案。本文通过对广州白云国际机场综合区资源管理模式研究，得出以下结论：（一）要加快推进机场资源管理进程，应该推动机场管理模式转型。这就要求成立机场资源管理机构，实现统一配置和管理。第一，负责机场资源的总体规划和综合开发。一方面，机场资源管理机构要统一机场资源管理权限，全面对机场资源管理流程进行审核，并建立科学的机场运行流程体系。另一方面，切实加强对前场资源的规划管理，对目前存在的一些资源利用缺陷重新整合，优化区域内的资源配置。第二，制定机场管理相关运营标准和配套机制，并承担管理权限。第三，对机场资源进行评估，通过深化和挖掘机场资源，不断扩大外延效果，实现资源品牌的增值。（二）要加快推进机场管理进程，应该推动机场管理模式转型。这就要求整合机场内部资源，实现专业化管理。
[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.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F562

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