In recent years, the development of the construction industry in China has well complied with the inherent requirements of the development of the socialist market economy and maintained a good momentum of development. First, the scale of development has continued to expand year after year, playing an increasingly important role in the development of the national economy. The growth rate of the total output value of the construction industry has exceeded 20% for three consecutive years. In 2004, the state implemented some macro-control policies. Although the expansion trend of production scale of national construction enterprises has slowed down, the overall operating conditions of construction enterprises are good. Second, the productivity of the construction industry has developed rapidly, the construction capacity has been continuously improved, and a large number of construction support technologies have reached or approached the international advanced level. Third, the international competitiveness of construction enterprises has improved significantly. By the end of 2003, 47 foreign economic enterprises in Chinese mainland had entered the top 225 international engineering contracting companies, and 12 foreign economic enterprises had entered the top 200 international engineering design companies. China's foreign contracted projects have developed from the initial labor subcontracting and civil subcontracting to a large number of general contracting and bot methods, and the contracting scope has also developed from the initial housing construction and transportation fields to high-tech fields such as metallurgy, petroleum and even aerospace. Construction enterprises have made important contributions to the rapid development of China's construction industry.
Dilemma of Reform and Development of Construction Enterprises
After more than 20 years of reform and opening up, many construction enterprises have developed rapidly, their management concepts are flexible and changeable, their professional level has been continuously improved, their market competitiveness has been continuously optimized, their production capacity has been continuously improved, their living standards have been further improved, and the situation of enterprises and reform and development has been constantly refreshed. However, the deep-seated contradictions and problems of state-owned construction enterprises have not been fundamentally solved, and the task of tackling key problems in reform is still very arduous. Moreover, with the acceleration of economic system transition and marketization, some new contradictions are constantly emerging and intertwined on the basis of old contradictions, which seriously restricts the reform and development of state-owned construction enterprises. The following five aspects are more prominent:
The reform of company system is not standardized, and the reform of property right system is in trouble.
Since the Third Plenary Session of the Eleventh Central Committee of the Communist Party of China, state-owned construction enterprises have got rid of the shackles of the planned economic system. They first implemented the enterprise management of public institutions, then separated government from enterprises, gradually changed from "state-owned" to "state-owned", changed their corporate identities in stages, and implemented the enterprise-oriented market operation of state-owned assets.
Since the Third Plenary Session of the 14th CPC Central Committee, many construction enterprises have made great efforts to reform the corporate system in the practice of establishing a modern enterprise system, most of which have been transformed into limited liability companies and set up a number of enterprise groups. However, the nature of state-owned sole proprietorship has not fundamentally changed, and some groups have not formed a new enterprise relationship with assets as the link. The outstanding problem of "state-owned sole proprietorship" in the reform of company system can not be ignored. There are two main aspects:
The responsibility of the owner (client) and operator of state-owned assets is actually absent. Compared with assets, the decision-making layer and the execution layer of an enterprise are actually the same management layer. Reflected in the reform of the company system, the corporate governance structure of the company is not perfect, the rights and responsibilities of the decision-making layer and the executive layer are unclear, the supervision and restraint system is difficult to put in place, and the decision-making and execution procedures are intertwined.
The reform of property rights system is in trouble. Since 1992, the reform of state-owned enterprises has been characterized by "decentralization and profit-making". To some extent, it begins with adjusting the distribution relationship between the state and enterprises. This kind of reform did bring some results in the early stage of the reform, but with the advancement of the reform, the disadvantages continued to emerge. The operation mechanism of the integration of government and enterprise in state-owned enterprises and the duality of state-owned assets (including the duality of state-owned assets ownership, the duality of employees' assets ownership and the duality of state functions as the main body of state-owned assets property rights) make state-owned enterprises fall into the dilemma of property rights system reform. The property right reform is facing a breakthrough, not just the problem of property right diversification itself. If we can't solve the problems of property ownership and the relationship between owners and operators, we can't determine the specific form of "boss" The "opinions" of the "boss" are water without a source, and there is no tree without roots. According to the requirements of national legal system construction and the objective laws of market economy, it is the only way for state-owned construction enterprises to get out of the predicament to reconstruct the property right system and state functions that adapt to the operating mechanism of market economy.
System innovation is a mere formality, and the pace of mechanism innovation is slow.
Based on the problem of property rights, most enterprises are characterized by the coexistence of old and new enterprise systems, the difficulty in invigorating the enterprise management mechanism, and the ineffective transformation of economic growth mode. Due to the absence of "boss", the lack of incentives and constraints in enterprises is serious. A considerable number of enterprises still follow the backward administrative management system, and have not made substantial progress in deepening the internal "three systems" reform, or even failed to adhere to some effective management systems in the past. There is still a big gap between the establishment and implementation of the new performance appraisal system, salary system and incentive measures that are compatible with the Company Law, and the creativity and enthusiasm of employees in production and operation are dampened or inhibited. In the long run, the vitality, temper and brewing ambition accumulated by enterprises in market competition will be exhausted little by little. The asset management advantages and resources such as talents, equipment and management accumulated by state-owned enterprises for a long time are in a crisis of disintegration in the face of fast-growing private enterprises. Needless to say, after joining WTO, it will face competition from international capital market and international construction enterprise groups. The main reason for the above problems is that some enterprises lack an accurate grasp of the establishment of modern enterprise system, ignoring that it is a unified whole of specific systems and forms, including enterprise property rights system, governance structure, management model, incentive and restraint mechanism and enterprise management mechanism, failing to promote mechanism reform and innovation system construction well, resulting in the reality of "wearing new shoes and walking on the old road, singing new songs and thinking about the old classics".
Serious brain drain has laid a hidden danger for management convergence.
Talent competition has become an important winning factor for enterprises to participate in market competition and an important part of their core competitiveness. After years of exploration and a lot of practice, many construction enterprises have further improved their understanding of talent work, and the phenomenon of seniority, cronyism and recommendation of talents has been greatly improved, and the construction of talent system has been improved. But only in this way, it has been difficult to meet and adapt to the needs of the rapid development of market competition. We clearly see that, on the one hand, enterprises have introduced and absorbed a large number of talents at all levels, and constantly increased their work measures in personnel training; On the other hand, some enterprise management talents and professional and technical backbones that have been tested and matured by engineering practice are also losing a lot, which makes people feel very sad and sorry. The autonomy and freedom of talent flow is a welcome change in the construction of national legal system, but it is indeed a huge sacrifice for state-owned construction enterprises with relatively weak management ability and professional and technical quality. Aside from the subjective factors of talents themselves, enterprises should also identify their own objective factors. First, the institutional environment for talent construction has not really formed, and it is difficult for talents to stand out in work practice. Second, the aging of talent management mechanism makes talents lose their enthusiasm for work innovation and have no sense of professionalism and accomplishment; Third, wages are unattractive. The idea of one pot of rice and one bowl of water is still the dominant idea of enterprise wage distribution system, sometimes consciously and sometimes unconsciously.
The ability and level of scientific and technological innovation need to be improved urgently.
Although the construction enterprise is a labor-intensive traditional industry, its technology is a combination of many mature technologies. However, with the continuous use of new equipment, new materials and new methods, the continuous updating of management methods, the continuous improvement of engineering quality, the continuous reduction of labor intensity and the continuous shortening of project construction period, scientific and technological progress has always been the key factor for the success or failure of enterprise development. After joining WTO, facing the competition of international construction technology groups, construction enterprises should have a clear understanding of their own scientific and technological progress quality. Through comprehensive investigation and analysis, there are three common problems in construction enterprises: First, the development, introduction and popularization of new technologies are still in the stage of spontaneous implementation, lacking forward-looking and powerful work measures. Many construction enterprises pay more attention to scale and output value, lack proprietary technology and patented technology with independent intellectual property rights, and their technological competitive advantage is not strong. The research and development of some high-end industries is worthy of our discussion and reference. If construction enterprises want to occupy the forefront in the market competition, they must establish their own distinctive market-oriented characteristics. This feature is to strengthen your own strengths, turn the shortcomings of others into your own strengths, and turn the shortcomings of others into your own strengths. Second, the phenomenon of attaching importance to actual construction and ignoring technical summary exists to varying degrees, and the output of scientific and technological achievements is generally insufficient. The result is the brand, which is the market effect of the enterprise. Third, the ability to grasp the dynamic development of foreign technology is insufficient, the initiative is not high, the way of understanding is narrow, and there is no stable communication channel. So far, the focus of foreign-related construction enterprises is mostly on some labor-intensive projects. Because most host countries have restricted the entry of foreign ordinary labor services, and the number of high-tech projects in the international engineering contracting market has increased, the advantages of China companies in labor-intensive projects have gradually lost.
The internal resource market of enterprises is invalid, the rate of return on assets is hovering at a low level, and the ability to resist market risks is weak.
The internal capital market of the enterprise has not been formed, or it has not been standardized, and there is no good capital flow, so there are potential financial risks. Most construction enterprises have effectively liberated the productive forces by "delegating power and making profits", and some have also set up second-class legal persons. From the overall situation, the actual needs of enterprise production expansion have been realized, but the potential crisis can not be ignored: the economic control of the group company over its subordinate branches, subsidiaries or second-level corporate units is limited to collecting management fees, but the pressure of loan is still on the first-level corporate units, and at the same time, the group company has to bear the milk supply and oxygen supply of the group member units (the social part of the enterprise), which fundamentally overhead the economic control of the group company. Only going out but not going in, less going in and more going out, the loan is rising year by year or continuing to renew, which leads to a high load rate, which will seriously restrict the development of construction group companies. If the subordinate units suffer operating losses again, it will increase the burden on the parent company of the group. The effectiveness of economic control, namely intensive management, directly determines the formation and virtuous circle of capital chain and capital flow. Without effective intensive management measures, the guidance and coordination role of the parent company of the group will be greatly weakened.
The asset management market within the enterprise has not yet formed. Under the current asset relationship, the group company and its subordinate branches and subsidiaries should establish a property right relationship with asset possession as the link, and issue management indicators and charging indicators through the proportion of property right possession.
The low-level expansion of scale and the decline of asset income cost have not been significantly improved. Affected by labor-intensive, high cost, low added value and other factors, coupled with unreasonable phenomena such as owner's pressure on prices and default on advance payment, as well as the constraints of local protection and industry protection, the survival dilemma of construction enterprises is self-evident, and the meager profit is terrible. A realistic factor affecting the operating income of assets is the rising price of building materials, which leads to a sharp increase in operating costs and increases the burden on enterprises. Even some owners have ruled out the material price increase factor in advance when signing the contract. However, strengthening cost control and minimizing construction and management costs are still the main ways to improve efficiency in enterprise management.
Some thoughts on the reform and development of construction enterprises
Strengthening infrastructure construction is always the main component of national economic construction and the inevitable requirement of building a healthy and harmonious society. For construction enterprises, 2005 is a severe and energetic year. On the market side, the state's macro-control policies have maintained pressure. In the near future, the real estate market will be directly affected, and local power projects directly related to environmental protection will also be affected. However, the absolute demand for urban, energy, ecology, environmental protection, education, health, industrial construction and other construction products still has great potential, and the construction industry is still in the first period of rapid expansion. However, the construction industry will also face five changes: first, the operation mode of the construction market will change, and the construction concept and speed will be more rational; Second, starting from the implementation of Scientific Outlook on Development, the national construction policy, the regional layout of engineering construction and the standards of technology, technology and materials will change, which will put forward higher requirements for the quality of building products; Third, external supervision will be stricter, investment behavior will be more standardized, and owners' behavior will be more rational and mature; Fourth, the labor contract management requirements are more standardized, the labor treatment is unified, and the corporate social responsibility is more standardized; Fifth, accelerate the transformation of government functions and further strengthen market supervision.
How to understand the situation clearly, seize the opportunity and accelerate development is a major issue facing construction enterprises.
Deepen the reform of property rights system and take the road of diversification and joint reorganization of property rights. In the process of deepening enterprise reform, the reform of property right system is the deepest core. In order to establish a modern enterprise system with clear property rights, clear rights and responsibilities, separation of government from enterprises and scientific management, and make enterprises truly become market subjects with independent operation, self-financing, self-restraint and self-development, we must boldly promote the reform of property rights system and realize diversification of investment subjects.
Construction enterprises belong to the general competitive field, and developing mixed ownership economy is the main way to reform the property right system. Introducing non-state-owned capital is the key to the transformation of state-owned construction enterprises into mixed ownership enterprises. Only by introducing this personalized property right subject that can bear risks and someone is responsible (taking responsibility for asset losses) can state-owned construction enterprises realize the system reform of thoroughly remould oneself. Judging from the current situation, there are four kinds of foreign capital that can be introduced: the first is foreign capital. In recent years, China has clearly proposed to encourage foreign capital to merge with state-owned enterprises within the scope of industries and enterprises allowed by the strategic layout of the state-owned economy. The second category is private capital. Within the scope permitted by the state, private capital, like foreign capital, can participate in the restructuring of state-owned enterprises. From the perspective of economic security, private capital should participate in the restructuring of state-owned enterprises in a wider field than foreign capital. The third category is social legal person capital. The so-called social legal person capital refers to those limited companies, joint-stock companies or other state-owned capital that can participate in the restructuring of state-owned enterprises after restructuring. Different state-owned investors are better than single state-owned investors. The fourth category is insider capital. Mainly refers to the management, backbone and employees of the restructured enterprises. Internal capital is particularly important for the reorganization of small and medium-sized state-owned enterprises. The management and backbone of the enterprise should hold more shares, but they can't get them for free, and they have to pay for them. When state-owned large and medium-sized construction enterprises are reformed, they should first separate the main and auxiliary industries, transform the separated auxiliary industries into economic entities with diversified property rights, or hand over the auxiliary industries with public social functions to local management; Secondly, it is necessary to further clarify the property rights relationship between the parent company and its subordinate branches, and establish a market transaction relationship with property rights as the link on the basis of assets verification; Third, some subsidiaries with high asset-liability ratio and retaining local advantages can be partially divested and revitalized, and their outstanding assets can also be jointly reorganized and integrated to revitalize existing assets. For subsidiaries with net assets, they can be reorganized as a whole by selling net assets; For insolvent subsidiaries, zero asset transfer can be implemented. Through the separation of principal and subsidiary, clear property rights and separation of mother-child relationship, large and medium-sized state-owned construction enterprises can slim down first, then integrate their main businesses, and finally reorganize as a whole. The restructuring of large and medium-sized state-owned construction enterprises must be thorough, and no shell can be left. In the future, China will further accelerate the pace of shareholding system reform, making the shareholding system the main form of public ownership. Therefore, large and medium-sized state-owned construction enterprises should actively respond, actively carry out shareholding system reform, reorganization and transformation, and deepen the reform of property rights system. No matter what form of restructuring is adopted, we must act according to economic laws, standardize operations by means of market economy, properly resettle employees (or steadily implement employee status replacement), and ensure the preservation and appreciation of state-owned assets. At the same time, actively carry out supporting reforms, carry out management innovation, actively establish an enterprise system that meets the requirements of modern enterprise system, establish and improve the mechanism of talent selection and cadre appointment and dismissal in enterprise management, establish and improve the internal checks and balances mechanism of enterprises, implement a new performance appraisal system, further revitalize enterprises and mobilize the enthusiasm of all parties.
While deepening the reform of their own property rights, state-owned construction enterprises are facing the challenges of international advantageous construction groups after China's entry into WTO. They can also integrate industries in the same industry or industrial chain in advance, promote joint reorganization, form enterprise groups with property rights or equity as the link, complement each other's advantages, further enhance the competitive strength of the group, expand financing channels and competitive advantages, expand the scale of operation, and strive to seek new breakthroughs in opening up two major markets at home and abroad.
Constantly improve the core competitiveness of enterprises and take the road of intensive development.
With China's entry into WTO, it has become an urgent and important issue for state-owned construction enterprises to cultivate their core competitiveness.
Absolute advantages of talents and innovative ability of talents. Talent is the key factor for construction enterprises to win in the competition. For construction enterprises, in order to win in the market, there is no high-quality management team (or entrepreneur team) who knows how to operate well, no professional and technical backbone team with rich practice and Excellence, and no first-class staff team with solid style and excellent quality. The project quality and progress target required by the owner cannot be well implemented, so it is untenable in the market. An excellent construction enterprise is a collection of outstanding talents in all aspects. Construction enterprises should attach great importance to the qualification certification of professional builders and the post skill level certification of personnel at all levels. Secondly, give play to the innovative ability of talents. Innovation is an important symbol of enterprise success. With the integration of international market and the improvement of national product standards for construction projects, construction enterprises must meet the new requirements by strengthening various innovations. Talent is the main body of innovation. In improving and giving full play to the innovative ability of talents, enterprises should grasp three points: first, strive to create an institutional environment in which talents stand out, and push high-quality compound talents to the important position of enterprise management and professional and technical management as soon as possible; Second, actively establish and improve a long-term incentive mechanism to attract, train and use talents, and earnestly implement measures to retain people with feelings, treatment and career. In particular, the wages of talents should be in line with the market, and high salaries must have high returns. Third, it is necessary to strengthen the cultivation and training of talents, improve the quality of talents, improve the platform for talent innovation, and do a good job in accumulating talent innovation ability.
The absolute advantage of key construction technologies and services and the ability of scientific and technological progress. The world's top 500 enterprises are based on the international economic stage by virtue of their unique technological advantages. The brilliant achievements of the construction industry fully clarified that "science and technology are the primary productive forces". In order to stand out in the market competition and occupy the forefront of competition, construction enterprises must further advance the pace of scientific and technological innovation and progress on the basis of mastering a number of key construction technologies, strive to build their own swords, actively develop and form their own unique technological innovation capabilities, form a professional technology brands effect, create competitive engineering products, and provide the best quality and most satisfactory services to owners. First, we must earnestly establish the concept that core technology is the lifeline of enterprises, further increase investment in scientific and technological research and development of enterprises, and improve their scientific and technological strength. Starting from the needs of sustainable development of enterprises, scientific and technological development projects should be determined to further accelerate the pace of enterprise technology accumulation and progress; Second, actively establish a scientific and technological innovation mechanism, actively create an atmosphere of scientific and technological innovation in enterprises, effectively mobilize the enthusiasm of professional and technical personnel to participate in technological innovation in enterprises, and reward and form a system for professional and technical personnel who have made outstanding contributions in technological innovation; The third is to be good at summing up and improving. It is necessary to establish and protect scientific and technological achievements with independent intellectual property rights of enterprises in a timely manner, increase the declaration of patent technology and scientific and technological progress awards, strive to declare and identify a number of scientific and technological achievements with industry influence, and form the absolute advantage of scientific and technological progress in the industry.
The absolute advantage of management level and management innovation ability. Management is a process concept. Taking intensive management mode is an inevitable choice for construction enterprises to establish modern enterprise system and improve management level and efficiency. First, it is necessary to implement intensive management of enterprise resources, strengthen the overall planning of enterprise elements such as assets, funds, manpower, equipment and materials, and further improve the ability of resource planning and coordinated operation; Second, the intensive management of management projects and process control, further strengthen the macro management of production factors such as funds and projects under construction, ensure that macro management can be maintained and micro management can be put down, and effectively improve the effectiveness of management; Third, broaden our horizons, base ourselves on reality, face the future and face the international market. In accordance with the requirements of market economy and the requirements of the state on deepening the enterprise management system, we will continuously strengthen the innovation of enterprise management system, ensure the efficient operation of enterprise management, provide the most powerful support, coordination and service for the production line, and form a joint management force. By strengthening management and management innovation, we will completely reverse the phenomenon of extensive management, high-cost management and low-efficiency expansion of construction enterprises, further improve the quality and efficiency of enterprise economic growth, and achieve the goal of healthy, coordinated and sustainable development.
Actively implement strategic management and deepen the competitive strategy of enterprises.
Every industry has its peak period and recession period, and the market changes have certain laws. Therefore, strategic management is particularly important for construction enterprises, and it is the premise and foundation to realize the leap-forward development of enterprises. At present, construction enterprises should seize the new round of competition opportunity after the country strengthens infrastructure construction and joins WTO, and further strengthen strategic management according to the actual needs of enterprises to become bigger, stronger and faster, focusing on the long-term development of enterprises. It is the only way for state-owned construction enterprises to further explore the market operation situation to formulate and implement enterprise strategy and carry out strategic management. The author believes that the following four points should be grasped when formulating enterprise strategy: first, based on its own reality, grasp the industry prospect, pay attention to maintaining the continuity of enterprise development strategy, and not blindly follow, so that the formulated enterprise strategy has obvious feasibility and enforceability, and ensure the effectiveness of realization; Second, the formulation of enterprise strategy should be balanced to ensure the systematicness of the strategy. The implementation of enterprise strategy needs the coordinated operation of all parts. Therefore, some sub-strategies that match the overall strategy should be closely attached and do not need to be comprehensive. Third, there are significant differences in corporate strategies. It can be similar to other industries, but it must be different.
Otherwise, the strategy of its own enterprise will lose the necessity of existence. An enterprise can be remembered and recognized by the society because it is different from other enterprises, that is, its own characteristics; Fourth, the enterprise development strategy should meet the requirements of the national development strategy. This is determined by the reality and characteristics of state-owned construction enterprises; Fifth, we should be in line with international advantageous construction enterprises. The practices of international mainstream construction enterprises in strategic management, management process and cost performance management are worth learning and popularizing. After making enterprise strategy, enterprises should quickly turn themselves into the fast lane of strategic operation, regularly strengthen the analysis and research of strategic operation, consciously check the realization of phased strategy, find out the gaps and deficiencies, improve and improve in time, and finally ensure the implementation of the overall development strategy of enterprises and the realization of leap-forward development goals.
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