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作为中国石油天然气集团公司所属最大的油田存续企业,大庆石油管理局面对分开分立后企业内部资源分散、业务关联度不高、管理幅度过大等实际情况,在资源优化配置、组织结构调整方面推行了专业化、集团化的改革措施,相继组建了八个专业化集团,使企业在面对新的市场环境与业务格局的条件下确立了科学定位。本文试图在调查研究的基础上,分析存在的问题,对进一步调整、规范与推进集团化运作进行深入思考,并提出建议,旨在与读者交流和为大庆石油管理局未来发展献计献策。
As the largest oilfield surviving enterprise owned by China National Petroleum Corporation, Daqing Petroleum Administration, faced with the actual situation of decentralized internal resources, low business relevance and excessive management, after the separate division, in terms of optimal allocation of resources and organizational restructuring The specialization and collectivization reform measures have been implemented. Eight specialized groups have been set up one after another to enable enterprises to establish a scientific orientation in the face of the new market environment and business conditions. Based on the investigation and study, this paper attempts to analyze the existing problems, deeply think about the further adjustment, standardization and promotion of the collectivization operation and put forward some suggestions to exchange ideas with readers and provide suggestions for the future development of Daqing Petroleum Administration Bureau.