The Research On Team-up Management Of State-owned Oil Company A

The state-owned enterprises play a key and irreplaceable role in China.They are the important relying force of the CPC and the state.In recent years,due to the continuous and profound changes in the international and domestic situation,the traditional oil industry,under the combined forces of economic,policy,market environment and other factors,has become increasingly competitive.The profit generating space of state-owned oil enterprises has been further compressed.In order to become strong and bigger,to build world-class energy and chemical companies with a long-lasting foundation,and to make a contribution to the country and society,state-owned oil enterprises have to deepen and expand the scope of reform.We hold the opinion of that,under the new situation,as the most direct and closest link between state-owned oil companies and the market,state-owned oil enterprises must accelerate the reform of the personnel system to meet new opportunities and challenges.In terms of the personnel system reform,"team-up management" can be used as the point cut.Through team-up management,a flexible personnel management system that adapts to the market and fosters talents can be gradually established.This paper will take a state-owned oil sales Company A as an example and will discuss it from the following aspects:The first part summarizes the related theories of team management of state-owned enterprises,the changes in the organizational structure of state-owned oil companies,and the team-up management of other enterprises in the academia in the past.The second part proposes and explains the concept of "team-up management".Regarding team management,previous papers can be described as vast as a misty ocean.In other works,"team-up management" is often indistinguishable from "team management".This article makes a clear distinction between "team-up management" and "team management" and illustrates why using the new concept.The third part analyzes the external market environment factors and internal employee characteristics of Company A in detail and concludes the necessity of reforming the existed personnel system through "team-up management".The highlight of this article is that it analyzes the personality characteristics of the half of employees in Company A,and it obtains the overall personality of these employees through statistics.It is found that there is a clear contradiction between external market needs and the characteristics of internal employees,and "team-up management" is balanced means to resolve that.In the fourth part,based on the “Gas station team management” model that has been carried out by the two branches of Company A,the article finds out some problems,and holds a complete discussion of the “team-up management” model.The innovation of this paper is reflected in:First,the author proposed the concept of "team-up management",which emphasizes team management as a process rather than a result.Due to the specification of state-owned enterprises,the organizational structure should not be changed too vigorously,but gradually and transitionally.Thus,we use "team-up management" to highlight the concept of "process".Second,it is not only based on the external factors of the market,but also on the characteristics of the internal employees.It emphasizes the conflict and contradiction between the characteristics of the employees and the external demand,and regards the team-up management as a newer and better mode to adapt to the changes of the enterprise.Third,the author emphasizes the combination of theory and practice.Through selecting the management mode that is in progress and operation in the practice of enterprise reform,it makes a comparative analysis of the advantages and disadvantages,and analyzes the root of existing problems in order to explore how to solve these problems effectively.