基于阿米巴经营模式的QDXA公司绩效评价研究
发布时间：2018-08-10 17:47
【摘要】：日本企业家稻盛和夫先生先后创立京瓷和第二电电两家世界五百强企业,被称为"经营之圣",他总结自己成功的法宝离不开自己首创的企业经营模式——"阿米巴"经营。所谓阿米巴经营模式,简而言之就是把组织划分成一个个小的团体,并通过独立核算制加以运作,在公司内部培养具备经营者意识的干部,实现全体员工参与经营。阿米巴经营基于牢固的经营哲学和精细的部门独立核算,将企业划分为"小集体",像自由自在的重复进行细胞分裂的阿米巴---以各个阿米巴为核心,自行制订计划,独立核算,持续自主成长。让每位员工成为主角,全员参与经营,依靠全体智慧和努力完成企业经营目标,实现企业的持续发展。实施阿米巴经营有两个必要的前提条件。第一是企业经营者的人格魅力,领导人的公平无私是调动员工积极性的最大动力,也是实施阿米巴经营模式的首要前提条件;第二个前提条件是所谓"哲学共有",换句话说,在实施阿米巴经营的过程中,需要协调利己和利他、协调部门利益和整体利益的辩证法。目前阿米巴经营模式在当今世界上日益受到推崇。除了京瓷和KDDI公司之外,现在有越来越多的企业引进了阿米巴经营模式,业绩得以大幅提升。XA集团于1992年开始从事城市管道燃气业务,逐步成为国内规模最大的城市燃气分销商,主要根据特许经营协议经营特定区域内管道天然气供销、汽车加气站、管道施工等业务。目前天然气行业改革的方向是参照欧洲模式推进网销分离,改革后燃气经营企业凭借特许经营权独家垄断经营的局面将被打破,终端用气客户可以直接与上游燃气生产供应方协商采购气源,原燃气经营企业开放燃气管网资源,收取管输费用。以往那种凭借垄断地位轻松赚取高气价差的日子即将结束。同时,"互联网+"时代的到来,给传统企业经营管理模式带来了巨大的冲击,传统的管理模式流程冗长、效率低下、反应迟缓、客户满意度不高,如何提高企业经营效率成为企业领导层思考的重大课题。基于上述原因,为了应对行业未来的变化,提高运行效率,练好内功,XA集团领导层深刻认识到对组织进行一场变革势在必行,方法就是阿米巴经营。QDXA燃气公司作为集团标杆成员企业,近年来随着公司快速发展,组织臃肿、流程繁琐、企业运行效率低下、客户满意度下降的问题也日益明显,基于公司、客户和员工的痛点出发,QDXA燃气公司主动申请成为首批进行管理变革的试点企业之一,并承担起探索利用阿米巴模式进行以绩效评价变革的任务。本文作者通过介绍燃气行业的运行模式和发展态势,分析公司进行变革的必要性;通过研究阿米巴经营模式的理论和具体案例,论证该种模式适用于燃气行业及本公司;并通过对公司各项业务、发展历程和组织架构进行分析,得出各项业务进行变革的具体方式;思考为顺利进行组织变革,对内部流程的相应梳理和优化,并制定相应配套政策,以满足客户需求为原则,划小核算单元,重新制定绩效评价体系,充分调度动员工积极性,实现客户价值与员工自我价值的双赢,从而为集团内成员企业乃至燃气行业推广阿米巴模式下的绩效评价变革提供有益的借鉴和参考。
[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.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F299.24;F275
本文编号：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.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F299.24;F275
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