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汽车工业中大型企业集团,在80年代,从组织形式上看,经历了一个由联营公司办厂到厂办联营的转化过程。基本上采取了由联营公司主导厂(核心企业)的职能部门,一套机构、两块牌子的组织形式。虽然设有管理“联营厂”的职能部门和董事会,但基本处于辅助地位。这种组织形式,在80年代,是基本符合生产力发展及我国经济体制特点的。实践也表明,这种组织形式有利于联营公司的构架规范化并以大企业为依托,逐步向集团化发展。说到底,这种组织形式产生的原因是,在当时我国现实经济环境中,过早地组织跨地区、跨部门的联营公司遇到体制上的障碍,于是只好采取以核心企业为主的联营公司组织形式。
In the 1980s, the large-scale enterprise groups in the automotive industry experienced an organizational transformation process from an associate company to a factory and factory joint venture. Basically, it has adopted the functions of an affiliate-led factory (core enterprise), a set of organizations, and two brand organizations. Although there are functional departments and boards of directors that administer the “associated factories”, they are basically in an auxiliary position. This form of organization, in the 1980s, was basically consistent with the development of productive forces and the characteristics of our economic system. Practice has also shown that this type of organization is conducive to standardizing the structure of associated companies and relying on large companies to gradually develop into a group. In the final analysis, the reason for this organizational form is that in the actual economic environment of our country, prematurely organizing cross-regional and inter-departmental joint ventures faced institutional obstacles, so they had to adopt an affiliate company that focused on core companies. Organization form.