上海电气(集团)总公司是目前上海市国有资产授权经营公司中唯一实施事业部制的单位。实施事业部制,是集团总公司在资产联合重组后,为构建管理新体制而作出的重大决策。一、主要依据:转移角色、转换职能、转变观念1、政企分开,角色转移的需要。事业部制是一种适用于特大型集团公司的现代企业管理体制,它只有在政企分开的条件下才能实施。国有资产授权经营,两大集团联合重组后,集团的“角色”定位由原来的政府主管机构“婆婆”的角色转变成企业出资者代表的“老板”角色。这种“角色”的转移,客观上要求管理体制必须作相应的变革以适应新的角色,切实承担起国有资产保值增值的责任。2、联合重组,职能转换的需要。两大集团资产重组后,既有许多优势,但也存在一些薄弱环节,主要表现在:一是管理幅度太宽。仅 Shanghai Electric (Group) Corporation is the only unit of the state-owned assets authorized operating company in Shanghai that implements the division system. The implementation of the business unit system is a major decision made by the head office of the company after the joint reorganization of assets to construct and manage a new system. First, the main basis: the transfer of roles, conversion functions, change the concept of 1, separation of government and enterprises, the need for role transfer. The business division system is a modern enterprise management system applicable to large-scale group companies. It can be implemented only when the government and enterprises are separated. After the reorganization of the state-owned assets, the group’s “role” orientation was transformed from the role of the original government agency “maternal wife” to the “owner” role of the corporate funder representative. This “character” shift objectively requires that the management system must make corresponding changes to adapt to the new role and effectively assume the responsibility of maintaining and increasing the value of state assets. 2. The need for joint reorganization and function conversion. After the reorganization of the assets of the two major groups, there are many advantages, but there are also some weak links, which are mainly manifested in: First, the management scope is too wide. only