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中国石油重组上市七年来,管理水平有了长足进步,管理效率有了较高的提升。但目前规范化、体系化的长效管理机制还没有完全建立起来,更多地是依靠开会、检查、评比、竞赛、奖金这种“四动一金”的管理方法。我认为,当前石油企业加强企业管理的基本思路应该是:建立健全管理体系,完善管理组织,理顺管理职责,创新管理方法,实现企业的和谐平稳有序发展。
In the seven years since PetroChina restructured its listing, its management level has made great strides and its management efficiency has been greatly improved. However, at present, the standardized and systematic long-term management mechanism has not been fully established yet more depends on such “four moves and one gold” management methods as meetings, examinations, appraisals, competitions and bonuses. In my opinion, the basic thinking of the current oil enterprises in strengthening business management should be to establish and perfect the management system, improve the management organization, rationalize the management responsibilities, innovate the management methods and realize the harmonious, steady and orderly development of the enterprises.