| "The excitement, pain and dread of reform are so integrated to form a totally distinct new melody." These words by the English scholar Mr. L. Clark vividly describe the state of mind of the 1.6 million employees of CNPC (China National Petroleum Corp.) after its restructuring.In Oct. 1999, concomitant with the pace of big tuning of international petroleum industry, CNPC carried out disassembly and restructuring and two companies were established out of it. One is the biggest Chinese stock company listed abroad by the name of PetroChina. The other is what was left behind, a continuator which still bears its mother's name CNPC. This restructuring is only a start of the trial of reform of the Chinese state owned enterprises. It is a chief task to put a good full point to it and to make a sound foundation for the new cycle of reform. PetroChina has the domestic and international common practices and experiences to follow. However, there is nothing to follow for the survival and development of the continuator. This paper studies the re-restructuring of Sichuan Petroleum Administration, the continuator of CNPC's Branch in Sichuan province and it is aiming at providing some references for it.This paper is composed of 4 parts. The first part is an introduction. The secend part analyzes the initiatives for the re-restructuring of SPA, mainly the existing problems and necessities of re-restructuring after its development foundation has been removed. The third part probes into the contents and patterns of the coming re-restructuring. Here it analyzes the contents of management theories, management structure, business, assets and capital and the employees and the re-restructuring pattern of the principle businesses. And the fourth part studies the problems and countermeasures of the re-restructuring, mainly the related state policies, the time period CNPC granted for SPA to adapt new situation, and the basic works need to be accomplished for SPA. The connective logic structure of the fourth parts is as follows. After experiencing the impact of restructuring, SPA continuator faces a lot of problems. It is needed to re-restructure the enterprise to relief the pressure of the problems. The re-restructuring is a continuous process which can stabilize the staff, to establish the core competition force of the enterprise and to promote the living quality and development capability of the continuator. The re-restructuring involves all aspects of the enterprise, only if the state and the overhead management provide corresponding recognitions at the same time when the enterprise adjusts by itself, can a good space be formed for the continuator enterprise.The introduction of the paper briefly analyzes the similarities and differences between the restructuring and the re-restructuring. It expresses that re-restructuring is needed for the continuator to renascence and develop. The 1st chapter analyzes the initiatives of SPA continuator enterprise. After its mother enterprise was split into two, the surviving situation of the continuator has been completely changed. After the system of relying on the petroleum main business for profits is ended, the continuator faces the pressure of two markets (associated trade with its brotherhood stock company and the social market). The loss of the core business competitive power in former times and the heavy burden left by the old system severely weakens its competitive power. The substantive loss and weakened reform bearing force of the employees pushes the continuator leap forward to further reformation-re-restructuring. The 2nd chapter discusses the contents and pattern of the re-restructuring of the SPA continuator. The 1st priority is to solve the problem of directions for the continuator to develop and form a stable step-by-step reform under a common understanding. Then, it puts forward detailed suggestions for the pattern and processes for the adjustments of management, business, assets, capital and personnel structure. Then, based on the determination of the new core co... |
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