The Practice Of The Inner Mongolia Unicom Company Must Profit Center And Optimization

The Inner Mongolia Branch Company of China Unicom is the largest line telecom carrier as well as the largest wide-band network operator in Inner Mongolia, which enjoys abundant net resources and the most mature product on the present international market-WCDMAThe3G market has brought the company great opportunities. But facing with the fierce competition with the other two telecom operators, China Unicom must perfect their management by making breakthroughs in management innovations.The traditional organization structure of China Unicom is like a pyramid, operating in an up-down pattern, with the policy-makers at the top and executives at the bottom. The Inner Mongolia Branch Company is with no exception. Vertical management is practiced from provincial level to municipal level and to county level. The centralized management to some extent has deprived county-level companies of autonomy in management and had negative impact on their alertness in response to the market and customers. During the critical period of market expanding, the present management pattern manifests a lot of disadvantages and drawbacks. By contrast, the profit center system is demonstrating evident advantages, which can stir up the enthusiasm of the primary level companies and promote the development of the whole company. The profit center system is not only the renovation of the company’s organization structure, but also a renovation of management system, giving county-level companies more autonomy and decision-making power and realizing the balance between power, responsibility and profit.This paper is based on an overall study on practice of quasi-profit centers established in county level companies, combining the present management pattern in one municipal level branch company in Inner Mongolia Unicom.Part one is an introduction to the research background and significance of this study, pointing out the deficiency in the present management as well as the necessity of setting up the quasi-profit center. Part two is the overall study on the establishment and operation of the quasi-profit center. The last part serves as a summary of the realistic significance of the quasi-profit center.This paper is just aiming to provide references for the improvement and development of the company being studied.