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论文编号：	5025
作者编号：	2220091941
上传时间：	2013/2/27 10:26:30
中文题目：	大型电力集团年度计划的设计和实施以G集团为例
英文题目：	A Study on Designing and Implementing of Annual Plan of Chinese Large Power Group: G Group as an Example
指导老师：	王迎军
中文关键字：	年度计划 年度战略 组织结构 制度理论 资源基础观
英文关键字：	Annual plan, Annual strategic, Organizational structure, Institution theory, Resource based view
中文摘要：	年度计划是指企业或机关单位以表格形式对下一年度工作进行安排的文件。借助年度计划，可以使企业或者机关单位对下一年度工作任务、安排或计划有清晰、明确的认识。通过在下一年度工作过程中间或年末对整个年度工作进行对照、分析、统筹安排，并有助于制定次年年度工作计划。一个好的年度计划应该是连结企业战略规划与年度财务预算的桥梁，是企业日常经营中重要的管理控制工具。本文采取案例研究方法，以“三驾马车”理论为基础，将定性研究和定量分析相结合，重点考查如下的现实问题：在大型国有能源企业的战略和计划管理的过程中，中期战略（五年规划）和年度计划之间是否有冲突，冲突的来源是哪里，如何解决；在年度计划的实施和反馈中，各职能部门之间是否有冲突，冲突的结点在哪里，如何应对。本企业选择典型的G集团作为目标企业，纵向分析了多年的发展数据，通过二手数据的整理和再分析进行研究，弥补现有理论空白，改进已有理论，保持理论的生命活力，促进理论发展。最终我们得出如下结论：首先，年度计划不能直接从中期战略落地，这之中需要有短期战略，也就是年度战略来缓冲，形成指导性文件，这样年度计划才能有据可依、有证可查。其次，组织结构应当与组织的战略和活动流程相适配，合理的结构才能降低内耗，明晰权责，形成协力，提高工作效率。最后，任何企业战略活动都需要有全员参与、全员承认的标准作为凭据。全员参与是通过巧妙的过程来实现的，而只有全员承认的战略、计划，才是有合法性的计划，才能得到高度的执行。
英文摘要：	The annual plan is a file which shows next year work arrangement in certain format of corporation or agency unit. With the aid of annual plan, a firm can recognize, ensure and arrange the next annual work task. By comparing the annual working process of the middle or the end of the year, one can analyze and help to make the annual work plan through overall arrangement. A good annual plan should link corporate strategic planning and annual financial budget together. It is also a common tool of routine operation of firms. Based on "tripod" theory, this thesis adopt case study method to examines the following problem: in strategy and plan management process of large state-owned energy groups, if there is a conflict between medium-term strategy (five years planning) and annual plans, where will the source of the conflict be, and how to solve it. In the implementation and feedback of annual plan, whether there is a conflict among each department, and where is the node of it, and then how to deal with it. In this thesis, I choose typical G group as an example, analyze the development data for many years longitually. Through the collection and analysis of secondary data, this paper makes up for the existing theory blank, as well as improves vitality of existing theory. Finally I draw a conclusion that: first, the annual plan can't be directly born from medium strategy, but rather short-term strategy, as called annual strategy. By forming a guidance document, such annual plan can be reliable. Second, the organization structure should be matched with the organization's strategy and activities flow; reasonable structure can reduce the internal friction, clear responsibility, form synergy, and improve work efficiency. Finally, any corporate strategic activities need to have overall participation throughout the whole organization. Full participation and recognition ensure the legitimacy of the plan.
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