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1、毕业设计（论文）材料之二（1） XX大学本科毕业设计（论文）专 业： XX 题 目： 民营企业危机管理研究 作 者 姓 名： XX 导师及职称： XX 导师所在单位： XX XX年 X 月 X 日民营企业危机管理研究摘 要改革开放三十多年来，我国己经逐步建立起了社会主义市场经济体制，我国的民营经济也从无到有，从弱到强地迅速发展起来，成为国民经济的重要组成部分和支撑国民经济高速增长的主要力量。在市场经济的大潮中，民营企业的发展孕育了许多创业英雄和成功者，但我们又不得不面对这样一个现实，许多的成功者和经过数十年奋斗的企业，从成功的巅峰走向困境甚至垮台可能只是一念之间。表面上看虽然都是由于某一偶然的
2、因素或事件所致，但这些企业衰落的共因都是由于缺乏企业的危机管理意识。 不可否认，我国民营企业普遍寿命都比较短，生产能力比较弱。危机管理过程主要有三个阶段，即危机预防、危机处理、危机总结。危机管理的重点就在于预防危机,而不在于处理危机。危机的发生都有预兆性的信号,正所谓“冰冻三尺非一日之寒”,如果企业管理人员有敏锐的洞察力,能根据日常收集到的各方面信息,对可能面临的危机进行预测,及时做好预警工作,并采取有效的防范措施,完全可以避免危机的发生或使危机造成的损害和影响尽可能减少。虽然危机管理的重点是预防危机,预防危机的措施也可以做得相当周密。但是危机诱因的复杂和多变,危机仍是防不胜防,任何企业都难以
3、回避随时可能出现的危机。因此,危机管理的另一项职能就是处理已经发生的危机,把危机损失和影响减少到最低程度。危机总结是危机管理的最后环节,对制定新一轮危机预防措施有着重要的参考价值,应对危机管理进行认真而系统的总结。对引发危机的成因、预防和处理措施的执行情况系统的调查分析,对危机管理工作进行全面的评价,对危机涉及的各种问题综合归类。民营企业发展过程中出现危机并不等同于企业失败,危机之中往往孕育着转机。企业应将危机产生的沉重压力转化为强大的动力,驱使自己不断谋求技术、市场、管理和组织制度等系列创新,最终实现企业的腾飞与发展。关键词：民营企业；危机；危机管理Crisis management of
4、private enterprisesAbstract30 years of reform and opening up, China has gradually established a socialist market economic system, Chinas private economy from scratch, from weak to strong and quickly developed into an important part of the national economy and support the national economy The main st
5、rength of high growth. The tide of the market economy, private enterprise development gave birth to many heroes and successful business, but we have to face the reality that many of the successful and after several years of struggling companies, from the pinnacle of success to the plight of even col
6、lapse may be just an idea. Surface may appear to have resulted from an accident caused by factors or events, but the decline of these enterprises is the lack of business due to the crisis management. Undeniably, Chinas private enterprises in general improvement over a shorter, relatively weak capaci
7、ty.The crisis management process mainly has three stages, namely the crisis prevents, the crisis management, the crisis to summarize. The crisis management lies in the prevention crisis with emphasis, but does not lie in the processing crisis. Crisiss occurrence has the omen signal, just so-called “
8、freezes three feet to Rome was not built in a day”, if the business management personnel have the keen insight, can act according to various aspects information which collects daily, to the crisis which possibly faces carries on the predict that completes the early warning work promptly, and takes t
9、he effective measure, definitely may avoid crisiss occurrence or cause the harm which and the influence the crisis creates reduces as far as possible.Although crisis managements key point prevents the crisis, the prevention crisiss measure may also do quite thoroughly. But crisis causes complex and
10、changeable, the crisis was still virtually impossible to guard against, any enterprise with difficulty avoids the crisis which momentarily possibly appears. Therefore, crisis managements another function is the crisis which processing already occurred, reduces the crisis loss and the influence to th
11、e lowest degree.The crisis summary is the crisis management final link, to draws up the new round crisis preventive measure to have the important reference value, deals with the crisis management to carry on earnest and the systematic summary. To initiates crisiss origin, the prevention and the proc
12、essing measure operational practice systems diagnosis, carries on the comprehensive appraisal to the crisis management work, involves each kind of question synthesis classification to the crisis.In the Private enterprise developing process presents the crisis not to equate in the enterprise defeat,
13、in the crisis is often breeding the favorable turn. The enterprise should the serious pressure which has the crisis transform as the formidable power, urges itself to seek series innovations unceasingly and so on technology, market, management and organization system, realizes enterprises soaring an
14、d the development finally.Keywords: Private Enterprise；Crisis；Crisis Management 目 录 引言1第1章 绪论21.1研究背景及选题意义21.2现今企业危机管理的学术流派2第2章 危机管理理论概述52.1 危机的定义52.2 危机管理的定义.52.3 企业危机的分类52.4 企业危机的成因72.5企业危机的危害82.6企业危机管理的定义82.7企业危机管理的必要性8第3章 民营企业的特征及其危机管理93.1 我国民营企业的内涵与特征93.2 民营企业的企业危机特征103.3 民营企业企业危机产生的原因10第4章 民营企
15、业危机管理策略研究124.1 民营企业危机识别124.2民营企业危机防范124.3 民营企业危机处理154.4民营企业危机评估17结论与展望19致谢20参考文献21附录C22附录D30引 言中国宏观经济的持续快速稳定健康发展，为民营经济的进一步发展创造了良好的宏观环境条件。根据“2007年度中国民营企业发展分析会”公布的数据，截至2007年第三季度，中国登记注册的私营企业538.7万户，比2006年底增长8.2%；注册资金总额8.8万亿元，增长16.5%；从业人员7058.6万人，增长9.8%；投资者人数1362.1万人，增长7.1%。随着我国继续加大经济体制改革的力度，尤其是越来越多行业领域的开放准入，民营企业在数量上将继续维持这种强劲的增长态势
