Shenhua Xinjie Energy Co. , Ltd. , Ordos

国有煤炭企业作为国家能源经济的重要组成部分,面临着三项制度改革的问题与挑战。部分煤炭企业通过推行经理层任期制和契约化管理,探索企业员工差异化薪酬分配办法,建立健全与劳动力市场基本适应、与企业经济效益和劳动生产率挂钩的工资决定和正常增长机制,推动企业内部管理人员能上能下、员工能进能出、收入能增能减等模式,不断提升企业内部管理水平[1]。近年来,阿米巴管理模式在国内部分国有企业的应用中取得了一定的效果,介绍了阿米巴管理体系的内涵、体系架构以及在国有煤炭企业的应用方法,论述了该管理模式在国有煤炭企业应用的可行性及潜在的应用效果[2]。

The three system reform of state-owned enterprises has been continuously promoted as a long-term systematic work for 20 years. As an important component of the national energy economy, state-owned coal enterprises are also facing the problems and challenges of the three system reform. Some coal enterprises have implemented a management tenure system and contractual management, explored differentiated salary distribution methods for employees, established and improved wage determination and normal growth mechanisms that are basically adapted to the labor market, linked to the economic benefits and labor productivity of the enterprise, and promoted internal management personnel to move up and down, employees to move in and out, and income to increase and decrease, continuously improving the internal management level of the enterprise. In recent years, the Amoeba management model has achieved certain results in the application of some state-owned enterprises in China. The article introduces the connotation, system architecture, and application methods of the Amoeba management system in state-owned coal enterprises, and discusses the feasibility and potential application effects of this management model in state-owned coal enterprises.

1 阿米巴管理模式综述
1.1 阿米巴管理模式的本质
1.2 阿米巴管理模式的组织架构
1.3 阿米巴管理模式的优势
2 国有煤炭企业在经营管理过程中存在的问题
2.1 被动执行生产经营任务，缺乏自主经营意识
2.2 内生动力不足，职工积极性不高
3 阿米巴管理模式的实施目标
4 阿米巴管理模式的实施
4.1 阿米巴管理体系的建立
4.1.1 体系建立的思路
4.1.2 体系建立的原则
4.1.3 体系的建立步骤
4.2 阿米巴管理体系架构
4.3 阿米巴管理模式的应用方法
4.3.1 分巴
4.3.2 核算与结算
4.3.3 奖励兑现
5 阿米巴管理模式实施效果预测
5.1 改变员工思想，提高工作效率
5.2 降低运营成本，促进提质增效
5.3 改善运营管理
6 结 语

李慧.阿米巴经营管理模式在国有煤炭企业应用的可行性研究[J].煤炭加工与综合利用,2024(3):49-52,57.