【摘要】：日本企業(yè)家稻盛和夫先生先后創(chuàng)立京瓷和第二電電兩家世界五百?gòu)?qiáng)企業(yè),被稱為"經(jīng)營(yíng)之圣",他總結(jié)自己成功的法寶離不開自己首創(chuàng)的企業(yè)經(jīng)營(yíng)模式——"阿米巴"經(jīng)營(yíng)。所謂阿米巴經(jīng)營(yíng)模式,簡(jiǎn)而言之就是把組織劃分成一個(gè)個(gè)小的團(tuán)體,并通過獨(dú)立核算制加以運(yùn)作,在公司內(nèi)部培養(yǎng)具備經(jīng)營(yíng)者意識(shí)的干部,實(shí)現(xiàn)全體員工參與經(jīng)營(yíng)。阿米巴經(jīng)營(yíng)基于牢固的經(jīng)營(yíng)哲學(xué)和精細(xì)的部門獨(dú)立核算,將企業(yè)劃分為"小集體",像自由自在的重復(fù)進(jìn)行細(xì)胞分裂的阿米巴---以各個(gè)阿米巴為核心,自行制訂計(jì)劃,獨(dú)立核算,持續(xù)自主成長(zhǎng)。讓每位員工成為主角,全員參與經(jīng)營(yíng),依靠全體智慧和努力完成企業(yè)經(jīng)營(yíng)目標(biāo),實(shí)現(xiàn)企業(yè)的持續(xù)發(fā)展。實(shí)施阿米巴經(jīng)營(yíng)有兩個(gè)必要的前提條件。第一是企業(yè)經(jīng)營(yíng)者的人格魅力,領(lǐng)導(dǎo)人的公平無(wú)私是調(diào)動(dòng)員工積極性的最大動(dòng)力,也是實(shí)施阿米巴經(jīng)營(yíng)模式的首要前提條件;第二個(gè)前提條件是所謂"哲學(xué)共有",換句話說,在實(shí)施阿米巴經(jīng)營(yíng)的過程中,需要協(xié)調(diào)利己和利他、協(xié)調(diào)部門利益和整體利益的辯證法。目前阿米巴經(jīng)營(yíng)模式在當(dāng)今世界上日益受到推崇。除了京瓷和KDDI公司之外,現(xiàn)在有越來(lái)越多的企業(yè)引進(jìn)了阿米巴經(jīng)營(yíng)模式,業(yè)績(jī)得以大幅提升。XA集團(tuán)于1992年開始從事城市管道燃?xì)鈽I(yè)務(wù),逐步成為國(guó)內(nèi)規(guī)模最大的城市燃?xì)夥咒N商,主要根據(jù)特許經(jīng)營(yíng)協(xié)議經(jīng)營(yíng)特定區(qū)域內(nèi)管道天然氣供銷、汽車加氣站、管道施工等業(yè)務(wù)。目前天然氣行業(yè)改革的方向是參照歐洲模式推進(jìn)網(wǎng)銷分離,改革后燃?xì)饨?jīng)營(yíng)企業(yè)憑借特許經(jīng)營(yíng)權(quán)獨(dú)家壟斷經(jīng)營(yíng)的局面將被打破,終端用氣客戶可以直接與上游燃?xì)馍a(chǎn)供應(yīng)方協(xié)商采購(gòu)氣源,原燃?xì)饨?jīng)營(yíng)企業(yè)開放燃?xì)夤芫W(wǎng)資源,收取管輸費(fèi)用。以往那種憑借壟斷地位輕松賺取高氣價(jià)差的日子即將結(jié)束。同時(shí),"互聯(lián)網(wǎng)+"時(shí)代的到來(lái),給傳統(tǒng)企業(yè)經(jīng)營(yíng)管理模式帶來(lái)了巨大的沖擊,傳統(tǒng)的管理模式流程冗長(zhǎng)、效率低下、反應(yīng)遲緩、客戶滿意度不高,如何提高企業(yè)經(jīng)營(yíng)效率成為企業(yè)領(lǐng)導(dǎo)層思考的重大課題�；谏鲜鲈�,為了應(yīng)對(duì)行業(yè)未來(lái)的變化,提高運(yùn)行效率,練好內(nèi)功,XA集團(tuán)領(lǐng)導(dǎo)層深刻認(rèn)識(shí)到對(duì)組織進(jìn)行一場(chǎng)變革勢(shì)在必行,方法就是阿米巴經(jīng)營(yíng)。QDXA燃?xì)夤咀鳛榧瘓F(tuán)標(biāo)桿成員企業(yè),近年來(lái)隨著公司快速發(fā)展,組織臃腫、流程繁瑣、企業(yè)運(yùn)行效率低下、客戶滿意度下降的問題也日益明顯,基于公司、客戶和員工的痛點(diǎn)出發(fā),QDXA燃?xì)夤局鲃?dòng)申請(qǐng)成為首批進(jìn)行管理變革的試點(diǎn)企業(yè)之一,并承擔(dān)起探索利用阿米巴模式進(jìn)行以績(jī)效評(píng)價(jià)變革的任務(wù)。本文作者通過介紹燃?xì)庑袠I(yè)的運(yùn)行模式和發(fā)展態(tài)勢(shì),分析公司進(jìn)行變革的必要性;通過研究阿米巴經(jīng)營(yíng)模式的理論和具體案例,論證該種模式適用于燃?xì)庑袠I(yè)及本公司;并通過對(duì)公司各項(xiàng)業(yè)務(wù)、發(fā)展歷程和組織架構(gòu)進(jìn)行分析,得出各項(xiàng)業(yè)務(wù)進(jìn)行變革的具體方式;思考為順利進(jìn)行組織變革,對(duì)內(nèi)部流程的相應(yīng)梳理和優(yōu)化,并制定相應(yīng)配套政策,以滿足客戶需求為原則,劃小核算單元,重新制定績(jī)效評(píng)價(jià)體系,充分調(diào)度動(dòng)員工積極性,實(shí)現(xiàn)客戶價(jià)值與員工自我價(jià)值的雙贏,從而為集團(tuán)內(nèi)成員企業(yè)乃至燃?xì)庑袠I(yè)推廣阿米巴模式下的績(jī)效評(píng)價(jià)變革提供有益的借鑒和參考。
[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.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F299.24;F275

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