在新一轮国有企业改革背景下，我国的国有企业面临着改制、重组、竞争的压力， 济钢某炉料公司作为一家典型的国有企业既具备一般企业的特点，又具有自身的特殊性， 在此轮国有企业改革转型中，其如何通过自身的调整以适应新的外部形势是本文研究的 主要内容。 本文采取从宏观到微观、一般到特殊的逻辑分析方法来分析研究了济钢某炉料公司 在国企转型发展的新形势下自身管理模式创新的核心内容。本文首先通过对国内外研究 中关于国有企业改革的问题进行了研究，从而得出了自己的研究目标——济钢某炉料公 司的改革，然后对济钢某炉料公司的内外部环境进行了分析，在进行其外部环境分析时， 本文通过 PEST 分析法对济钢某炉料公司的宏观外部环境进行了分析，又通过波特五力 模型对其行业外部环境作了分析，在对其进行内部分析时，本文本着基本的“人、财、 物”的原则从人力资源、资金实力、技术能力以及其自身的管理体制四个方面对其内部 环境作了分析。在此基础上，本文运用 SWOT 理论对其转型发展所面临的新型驱动力的 战略选择作了剖析，使用 SWOT 量化分析手段确定了济钢某炉料公司转型发展所依靠的 核心驱动力为管理模式创新驱动。 在对济钢某炉料公司管理模式创新的研究中，本文首先对其管理体制的改革作了分 析并提出了相应的对策。然后结合其直线职能式的管理组织结构着重研究分析了济钢某 炉料公司管理所存在的弊端和问题，并针对其面临的管理问题相对应的提出了包含人力 资源管理模块、技术创新管理模块、生产管理模块、市场管理模块及物流管理模块五大 模块的新型管理模型，最后通过新型管理模型在该企业的一个动态运行方案来阐述该模 型内部各管理模块之间的互相影响和作用，揭示了其提高企业管理运行效率的内涵。 在本文中，转型发展是宏观上的目的，管理模式创新是微观上的手段、驱动力。通 过分析宏观目的来确定微观手段，又通过微观的手段去实现宏观的目的便是本文的组织 架构形式。其中，管理模式创新是整个论文的核心部分。本文通过直观对比的方法将济 钢某炉料公司管理中的弊端和革变逐一列举，然后加以分析、论证，最后形成一套合理 可行的管理模式。 本文的创新之处在于提出了一套崭新的管理模式方法，其不同于以往的传统管理模 式，而是创新性的将企业管理归纳为五大管理模块——新型管理模型，并进一步强调了山东建筑大学硕士学位论文 II 各管理模块之间的影响和联系。通过此管理模式可以使得企业各部门间既不会相互掣肘， 又能够相互促进，改变了以往传统国企管理中的各部门间权责不清的现象，能较好的促 进整个企业的运行效率，对其他同类型的企业有较好的借鉴意义。 关键词：国企改革,转型发展,管理模式创新山东建筑大学硕士学位论文 III Research on Innovation of Management Mode of a Furnace material Company in Jigang under the Transition and Development of State-owned Enterprises Zhang Song (Master of Business Administration) Directed by Chen Mingzhi ABSTRACT Under the background of the new round of state-owned enterprise reform, China’s state-owned enterprises are under pressure to reform, restructure and compete.As a typical state-owned enterprise, a Furnace material Company in Jigang has not only the characteristics of general enterprises, but also its own particularity. In this round of reform and transformation of state-owned enterprises, how to adapt to the new external situation through its own adjustment is the main content of this paper. In this paper, from macro to micro, general to special logical analysis methods are adopted to analyze and study the core content of management mode innovation of a Furnace material Company in Jigang under the new situation of transformation and development of state-owned enterprises.Firstly, through the research on the reform of state-owned enterprises at home and abroad, this paper obtains its own research goal, that is, the reform of a Furnace material Company in Jigang.Then the internal and external environment of a Furnace material Company in Jigang is analyzed.In the analysis of its external environment, this paper analyzed the macro-external environment of a Furnace material Company in Jigang by PEST analysis method, and analyzed the external environment of its industry by Porter's Five Forces Model.In the internal analysis, this paper analyses its internal environment from four aspects: human resources, financial strength, technical ability and its own management system, based on the basic principle of people, finance and material.On this basis, this paper uses the SWOT theory to analyze the strategic choice of the new driving force for the transformation and development, and uses the SWOT quantitative analysis method to determine that the core driving force for the transformation and development of a Furnace material Company in山东建筑大学硕士学位论文 IV Jigang is the innovation driving force of management mode. In the research of management mode innovation of a Furnace material Company in Jigang, this paper first analyses the reform of its management system and puts forward corresponding countermeasures.Then, combining with its linear functional management organization structure, the paper emphatically studies and analyses the drawbacks and problems existing in the management of a Furnace material Company in Jigang.In view of the management problems it faces, a new management model is proposed, which includes five modules: human resource management module, technology innovation management module, production management module, market management module and logistics management module.Finally, through a dynamic operation plan of the new management model in the enterprise, the paper elaborates the mutual influence and interaction among the management modules in the model, and reveals the connotation of improving the efficiency of enterprise management. In this paper, the transformation and development is the macro purpose, and the innovation of management mode is the micro means and driving force.By analyzing the macro-purpose to determine the micro-means, and through micro-means to achieve the macro-purpose is the organizational structure of this paper.Among them, the innovation of management mode is the core part of the whole paper.In this paper, the shortcomings and reforms in the management of a Furnace material Company in Jigang are listed one by one through visual comparison, and then analyzed and demonstrated. Finally, a set of reasonable and feasible management mode is formed. The innovation of this paper is that it puts forward a brand-new management mode, which is different from the traditional management mode in the past, but innovatively classifies enterprise management into five major management modules - the new management model.The influence and connection among the management modules are further emphasized.Through this management mode, the various departments of the enterprise can not restrict each other, but also promote each other, changing the phenomenon of unclear power and responsibility between the departments in the traditional state-owned enterprise management, can better promote the operation efficiency of the whole enterprise, and has a good reference significance for other similar enterprises.山东建筑大学硕士学位论文 V Key word:Reform of state-owned enterprises,Transformation and development,Management mode innovation山东建筑大学硕士学位论文 VI 目 录 摘要·············································································································I ABSTRACT································································································III 第 1 章 绪论································································································1 1.1 研究背景、意义及推广价值··········································································1 1.1.1 研究背景·······························································································1 1.1.2 研究意义·······························································································2 1.1.3 推广价值······························································································2 1.2 文献综述··········································································································3 1.2.1 国有企业转型发展的研究综述···························································3 1.2.2 国有企业管理创新的研究综述···························································4 1.2.3 国内外研究评述···················································································5 1.3 研究内容、研究方法、理论基础及技术路线··············································6 1.3.1 研究内容·······························································································6 1.3.2 研究方法·······························································································6 1.3.3 理论基础·······························································································7 1.3.4 技术路线·······························································································9 1.4 本文创新点···································································································10 1.4.1 研究视角的创新·················································································10 1.4.2 研究内容的创新·················································································10 第 2 章 济钢某炉料公司改革的内涵及内外部环境分析···················· 11 2.1 济钢某炉料公司的基本概况·······································································11 2.2 济钢某炉料公司改革的内涵阐述································································11 2.2.1 济钢某炉料公司转型发展的内涵·····················································11 2.2.2 济钢某炉料公司管理模式创新的内涵·············································11山东建筑大学硕士学位论文 VII 2.2.3 济钢某炉料公司转型发展与管理模式创新的关系·························12 2.3 济钢某炉料公司内部环境的分析································································12 2.3.1 管理体制·····························································································12 2.3.2 人力资源·····························································································13 2.3.3 技术能力·····························································································14 2.3.4 资金实力·····························································································14 2.3.5 综述·····································································································15 2.4 宏观环境 PEST 分析·····················································································15 2.4.1 政治环境·····························································································15 2.4.2 经济环境·····························································································16 2.4.3 社会环境·····························································································17 2.4.4 技术环境·····························································································18 2.5 利用波特五力模型对外部行业环境分析····················································18 2.5.1 供应商的议价能力分析·····································································19 2.5.2 购买者的议价能力分析·····································································19 2.5.3 新进入者的威胁分析·········································································20 2.5.4 替代品的威胁分析·············································································20 2.5.5 行业内现有竞争者的竞争程度分析·················································20 第 3 章 济钢某炉料公司转型发展战略方式的选择·····························21 3.1 通过 SWOT 分析济钢某炉料公司转型发展所能依靠的新型驱动力·······21 3.1.1 SO 战略生成市场区域调整驱动·······················································23 3.1.2 WO 战略生成管理模式创新驱动·····················································23 3.1.3 ST 战略生成产品结构调整驱动和技术进步驱动···························24 3.1.4 WT 战略生成政策扶持驱动······························································24 3.2 运用 SWOT 定量分析来确定济钢某炉料公司转型发展的核心驱动力···25 3.2.1 建立内外部因素评价模型（IFE 矩阵和 EFE 矩阵）·····················25 3.2.2 确定管理模式创新驱动为济钢某炉料公司的转型方式·················27山东建筑大学硕士学位论文 VIII 第 4 章 济钢某炉料公司的管理模式创新·············································28 4.1 坚决推进济钢某炉料公司管理体制的改革···············································28 4.2 济钢某炉料公司管理组织结构的弊端分析················································29 4.3 建立新型管理模型静态组织结构································································32 4.3.1 生产管理模块的建立·········································································33 4.3.2 市场管理模块的建立·········································································34 4.3.3 物流管理模块的建立·········································································34 4.3.4 技术创新管理模块的建立·································································35 4.3.5 人力资源管理模块的建立·································································36 4.4 建立济钢某炉料公司新型管理模型的动态运行方案································38 4.4.1 市场前景良好情况·············································································38 4.4.2 市场稳定情况·····················································································39 4.4.3 市场整体疲软情况·············································································40 4.4.4 市场份额减少情况·············································································40 第 5 章 结论与展望·················································································43 5.1 结论···············································································································43 5.2 课题展望·······································································································43