| Established in 1950's, certain Hydroelectric Investigation & Design Institute (name withheld, hereinafter abbreviated as "Institute C") is a large state-owned scientific research organization in China. Up till now, the managing as well as operating patterns for the institute has been following the manner of "government-sponsored institutions running with enterprises' management". Institute C has been contributing with its great efforts for the hydropower development scheme in China over 40 years. Along with the deepening reform of the state power system, China Hydropower Consulting Group (Consulting Group in short) was founded with 7 Design Institutes and the General Institute of Hydropower Design (GIHD), which is previously under the administration of former State Power Corporation. According to the requirement put forward by Consulting Group, the reform of all the member companies in the due group has to be accomplished by the end of 2004, such as transforming from "government-sponsored institutions" into "science and technology-oriented enterprises". The above-mentioned reform of Institute C has been carried out for years; however a remarkable breakthrough has not been attained yet since certain existing and potential causes. At present, the institute is still being operated under the obsolete managing system with obvious obstacles including unreasonable structures and organizations, incomplete promotional and restraining systems which are now regarded as bottle-neck for the promptly development on the positive side of the institute. The author of the thesis is going to have a thoughtful consideration on the scheme of the reform for the Institute by integrating the knowledge learned and experiences obtained in order to provide some profitable suggestions and recommendations for establishing the modern management system andfor helping the transformation of the previous institute to a market-oriented enterprise. Analysis and studies on the existing reform are given in three chapters respectively.In the first chapter, after presenting the background of the Institute and analyzing the foreground of the hydropower development in China, the author points out that the mentioned institute is now standing in front of the opportunity with 1000 years return-period. The problem whether such a chance could be seized is greatly concerned with the situations including the enhancement of the competitive abilities, overall economic competence in the market, and the establishment of the modern management system of the institute. Additionally, the writer cited certain major existing problems of the institute at present, including inflexibilities of the managing system, lagged conditions of the benefit allocation system, incompleteness of encouragement and straining system, and therefore, the working creativities and enthusiasm of staffs are greatly influenced. In this chapter, the background of reform was given, and certain points including external and internal factors for pushing forward the reform are stated at a maximum extent. The result of the reform such as diverting the major scope of assignments from the complicated fields, operating under the proprietary of the Group Company, and coping with the "Company Law" are put forward as well.In the second chapter, combining with the general ideas of the Group Company, the author concludes that the overall major points for reforming of the institute will be establishing a modern system under the guidance of innovations on organization and management; the pattern should be accomplished through the organizing of "a limited company with the Group Company as the holding company, and all the employees as mutual share-holding participants". In accordance with the"Company Law", the legal representative controlling system of the company should be introduced, and the company should be operated under a positive environment with a clearer property right, segregated political and marketing organizations, management on the basis of optimization and s... |
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