predetermined by higher authorities to different departments and then report the results from different departments to
higher authorities. In this process, state-owned enterprises do not turn the goal into performance indexes or form a
specific responsibility system that is responsible for enterprises’ performance indexes.
Secondly, decision-making procedures are unscientific and most are managers’ short-term behaviors. The chief
managers in state-owned enterprises are mostly appointed by higher authorities directly. Enterprises’ power is totally
centered in the top management level. As a result, top managers are buried in endless affairs, ignoring enterprises’
strategic and directive issues.
Thirdly, be lack of competitive mechanism and employees do not face any competition. Due to influences of planned
economy and restraint of managers’ authorities, state-owned enterprises do not possess the consciousness of
competitiveness. In the personnel appointment aspect, state-owned enterprises follow a potential rule of “no
degradation”, without a “survival of the fittest” selection mechanism. In this environment, Chinese tends to stay in a
present comfortable state and never think about reform.
Fourthly, the management organization is backward. State-owned enterprises have unilateral management organization.
Most still adopt the “linear function” organizational form that was popular before the reform and opening. Managers are
in charge of a wider span of management. They can not pay attention to corporate strategy. Besides, the linear guiding
system overlaps with the functional reference system in enterprises, causing conflicts and unsuccessful information
transfer. As a result, managers can not make right decisions timely. Responsibilities and obligations fail to be defined
clearly.
Fifthly, the efficiency of staff training is low and the brain drain problem is serious. In state-owned enterprises, the
lower staff training efficiency, lower staff satisfaction degree, and serious brain drain are chiefly caused by such a fact
that there are lack of a perfect staff training system in state-owned enterprises. Enterprises do not possess a scientific
training idea. The staff training is blinded. Enterprises do not design an effective training system based on enterprise
development and employee needs. The training effect is low.
Based on an overall understanding to the management situations in state-owned enterprises, we find out the definite
answers for how to solve the problem between state-owned enterprise reform and experience inheritance: inherit the
excellent
毕业论文http://www.751com.cn/ tradition of state-owned enterprises and reform the enterprise management.
2.2 How to explore the management method with Chinese features based on Chinese culture
In order to explore the management reform in state-owned enterprises, we should not only introduce foreign latest
management theory but also stand on Chinese culture, developing the management theories and methods with Chinese
features according to the main thinking ways and personalities of Chinese. Generally speaking, Chinese thinking mode
is visual and comprehensive, emphasizing on mastering objectives from an overall aspect. In management, this thinking
mode turns into the essence of contingency management thought and systematic management thought. Chinese culture
emphasizes on harmony. Chinese emphasize on the harmonious interpersonal relationship. They cherish the harmony of 本文来自辣.文,论-文·网原文请找腾讯324.9114
people. Therefore, for Chinese, the humanistic management can exert the management effect better. Managers should
pay attention to the relationship between employees, cultivating the staff’s consciousness of collectiveness. In the aspect
of reward system, manager should emphasize on both individual reward and collective reward. In executing the rational
management, managers must be careful, emphasizing the harmony in enterprises.
2.3 How to embody the theme of the times
Enterprises are the most important components of the society. Enterprise development should keep the same space with
the social development. At present, to pursue a sustainable development and construct a harmonious society have
already become the theme of the times. As the important components of the society, state-owned enterprises must
advocate the sustainable development and emphasize on harmonious development in order to drive the social
development and harmony. Enterprises’ sustainable development focuses on enterprises’ long-term development, using
systematic theory to explore the origin and specific methods for enterprises’ development strategy from the whole to the
part, from the long-term to the short-term, and from the qualitative changes to the quantitative changes. Integrate the
sustainable development thought into the enterprises’ ideas, which will be used to guide the constitution of enterprise
strategy, realizing a combination of the macro and the micro, and the short-term goal and the long-term goal.
Enterprises’ harmonious management is to plan, organize, lead, and control enterprises’ resources according to the
“harmony” idea, which can help to reach the predetermined organizational goals. The harmonious management aims at
realizing a great unity of the harmony of people and enterprises, the harmony of people and people, and the harmony of
people themselves, obtaining the integrated effects that include economic effects and social effects.
3. Suggestions for the management reform in state-owned enterprises
To deal with the management reform and experience inheritance in state-owned enterprises properly, to integrate
Chinese local cultures, and to embody the theme of the times serve as the base of constructing a suitable management
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