Text | Teng Zhu At present, international oil companies represented by ExxonMobil, Chevron, BP and Shell occupy a huge share of the world petrochemical market, and their management mode has a far-reaching impact on the development of the global petrochemical industry. It is of great significance for China petrochemical enterprises to study and analyze the management mode of international oil companies and learn from their excellent management experience. This paper expounds the management mode of international oil companies from four aspects: organizational management, financial management, risk management and talent management. Organizational structure is like the "skeleton" of the whole enterprise management, and it is the basis for realizing other management functions. Financial management is one of the core contents of modern enterprise management. Through financial management, we can know the business situation of enterprises in time and make effective adjustments to ensure the healthy development of enterprises. Risk management is one of the new hot spots in modern enterprise management. In today's increasingly fierce competition, how to improve the risk tolerance of enterprises and realize the optimization of risk reward is of great significance to the development of enterprises. With the development of knowledge economy, human resources play an important role in the production and operation of enterprises, and talent management ability has gradually become one of the core competitiveness of enterprises. The history and present situation of the development of international enterprise management mode From a global perspective, enterprise management mode is produced with the development of enterprise management theory. The so-called management mode refers to a management system based on a certain management theory and combined with the specific conditions of the management environment. Modern management mode has experienced three different stages of development, from simple division management mode, comprehensive division management mode to centralized algebraic management mode. In the early days of the scientific and technological revolution, industrial enterprises generally adopted a simple division of labor management model, and connected all parts of the enterprise into a whole through a simple industrial value chain to operate. The adoption of simple division of labor management mode effectively improved the production efficiency of industrial enterprises at that time. However, with the continuous expansion of the scale of industrial enterprises, its disadvantages have also emerged. In this case, the comprehensive division of labor management model has gradually formed. According to the different management objects and nature, the comprehensive division of labor management model is integrated into two parts: resource management and capacity management. The main objects of resource management include: the management of materials and assets, the management of information and finance, the development and management of human resources, etc. Capacity management mainly aims at production resource management, production process management, production technology research and development management, sales and service management. With the continuous development of electronic technology and information science, great changes have taken place in modern enterprise management technology. With the support of electronic information technology, modern enterprise management technology has developed from the background management system represented by enterprise resource planning (ERP) system to the front management system represented by customer relationship management (CRM) system, and then to the e-commerce system represented by B2B. This process shows that the modern management model has evolved from a comprehensive division of labor management model to a brand-new algebraic management model. The characteristics of algebraic management mode and algebraic management mode are mainly manifested in the following five aspects. First, all management behaviors follow the people-oriented thought and pay attention to inspiring people's enthusiasm and creativity; Second, in the process of management, we should highlight the concept of system, pay attention to the interconnection and restriction within the organization, and pay attention to the coordination between the individual and the whole in the enterprise structure, so as to maximize and optimize the overall function; Thirdly, in the decision-making process, we should adopt a pluralistic, dynamic and systematic concept of selecting the best, and pay attention to multi-angle and multi-factor analysis methods; Fourth, highlight the strategic concept, pay attention to the foresight of management behavior, and emphasize that managers should have advanced thinking; Fifth, the flexible contingency view emphasizes that management behavior should be flexible according to the actual situation. At present, the enterprise management mode of international oil companies generally belongs to algebraic management mode, and its main characteristics are as follows: (1) in organizational structure, the "matrix organizational structure" combining horizontal and vertical management relations is mainly adopted; In the process of management, pay attention to the innovation of specific management methods and processes and the flexibility and elasticity of business processes; In terms of management principles, people-oriented and personality-oriented management principles should be followed. The "matrix organizational structure" combining horizontal management and vertical management provides an organizational basis for the innovation and development of international oil companies. Innovative and flexible management methods and business processes provide a way to realize the innovation and development of enterprises, and the management principle of people-oriented and focusing on individuality provides important support for the innovation and development of enterprises. The main characteristics of enterprise management mode of international oil companies Organizational structure mode The organizational structure mode of international oil companies has gone through the development process from "functional structure" to "business division structure" and then to "matrix structure" characterized by the combination of horizontal and vertical management relations. "Functional structure" refers to the organizational structure of corresponding functional departments established by enterprises according to different business links and fields in business processes. The most striking feature of this organizational structure is that it is linear in structure. Through the establishment of interrelated functional departments, the upstream and downstream industries are linked to promote the integrated development of upstream and downstream. However, in this organizational structure mode, the main power of enterprises is concentrated in the management of the head office, and subordinate functional departments passively accept instructions, which is not conducive to stimulating the initiative and creativity of various departments, and there is less information exchange and feedback between departments. With the continuous development of enterprise scale, "functional structure" can not meet the needs gradually. The "business department structure" has gradually taken shape. Its main feature is: according to the type and scope of business, the related businesses are combined to form a special business department. Such as ExxonMobil Chemical Company, ExxonMobil Exploration Company, ExxonMobil Coal and Mining Company, etc., are all set up according to the type and scope of business. The advantages of this management model are: each business department has the right to operate independently, and independent operation and accounting can effectively mobilize the initiative and creativity of each business department; Enterprises introduce market mechanism, and the commodity-currency relationship is formed among business departments, following the principle of equivalent exchange; It stimulates the sense of competition and value among divisions, which is conducive to improving production efficiency and controlling costs. In recent years, international oil companies have made new breakthroughs on the basis of "business division structure" and formed a "matrix structure". The main feature of "matrix structure" is to set up regional companies (or project companies) horizontally according to relevant regions (or business projects) on the basis of the original "business division structure". Strengthen the coordination, supervision and management of subsidiaries of the Division horizontally; In the whole group company, the combination of vertical management and horizontal management has been realized, forming a matrix network, which makes the links between various departments of the enterprise closer. For example, Exxon China Upstream Co., Ltd. not only accepts the professional management of Exxon Exploration Company, but also accepts the coordination, supervision and management of Exxon China Company. International oil companies are large in scale, with enterprises all over the world, and the "functional structure" with too concentrated power is not conducive to stimulating the enthusiasm and initiative of various departments. Moreover, in the production process of petrochemical products, there is a strong correlation and continuity between various production links. There is a lack of horizontal coordination, supervision and management in the "business division structure". The "matrix structure" not only has the advantage of relatively decentralized power in the vertical direction, but also strengthens the coordination, supervision and management of various departments in the horizontal direction. Financial management mode Efficient financial management will bring great help to the development of enterprises. Especially for large-scale and widely distributed international oil companies, improving efficient financial management is a necessary guarantee to achieve efficient operation and good economic benefits. The structural characteristics of financial management of international oil companies are generally characterized by vertical management structure, and the management relationship between all levels is concise and clear. All parts exercise their powers and perform their duties in strict accordance with their levels in the vertical structure. As the first level in the vertical structure, the group company is mainly responsible for the independent accounting, profit income statistics and profit income redistribution of the management company. Business management companies are generally set up by the group head office according to the main business type or region. For example, in ExxonMobil Group, ExxonMobil Chemical Company is set up according to its main business type, while ExxonMobil Imperial Oil Company is set up according to its main business location. As the second level in the vertical structure, the management company is directly responsible to the head office. Its main responsibilities are: to complete business tasks according to the task indicators issued by the head office; And the profits are counted and accounted by the head office. The annual profit obtained by the management company must be paid in full, and the budget required for the next year shall be allocated by the group head office. Commercial management companies are the main source of profits for the group headquarters. A commercial management company can set up multiple operating subsidiaries according to the specific needs of its business. In the vertical structure, operating subsidiaries are at the third level, and operating subsidiaries are an important source of profits for business operating companies. Under normal circumstances, operating subsidiaries do not have the function of independent accounting, and operating management companies account for their profits and costs. If it is an operating subsidiary established overseas, it has the power to independently calculate profits and can reserve profits according to its own development needs. The fourth level in the financial management structure consists of the first-line production operation area, which is responsible for directly engaging in production and completing production tasks. The financial management of the operation area is mainly to calculate and control the production cost of the operation area. By adopting vertical financial management structure, international oil companies make the financial management structure very clear and concise, which provides an important guarantee for their overall efficient operation. Risk management mode The risks faced by international oil companies mainly include: global macroeconomic fluctuation risk, changes in policies and regulations of host countries, industry competition risk, corporate credit risk and liquidity risk. The purpose of risk management is to improve the enterprise's ability to resist risks while effectively predicting risks; As far as the operation of the company and the investment of project funds are concerned, we should choose various business strategies of the company according to the principle of optimal combination of risks and benefits, so that the company can obtain the maximum benefits. The risk management and prevention structure of international oil companies is mainly divided into: board of directors, special risk management committee, management and heads of major departments, as well as specific business and functional departments. The main process of risk management has four levels. First, the board of directors makes business decisions. The board of directors regularly makes the overall business decisions of the company in the future according to the forecast of the future and the current operating conditions. Second, the risk assessment of the Risk Management Committee and the improvement of the business plan. The management decisions of the Board of Directors are submitted to the Risk Management Committee for detailed evaluation and analysis of its specific scheme, and the evaluation results are directly fed back to the Board of Directors; According to the feedback from the Risk Management Committee, the Board of Directors will further confirm or improve the specific business plan. Third, the risk re-evaluation of the company's management and department heads and the risk management Committee. Obtain the plan after preliminary risk assessment by the Board of Directors and the Risk Management Committee, submit it to the management and heads of major departments of the company for evaluation and analysis according to specific conditions, and feed back the evaluation and analysis results to the Risk Management Committee; The Risk Management Committee conducts re-evaluation and analysis according to the feedback results. Fourth, the daily risk monitoring of the company's business and functional departments. In their daily business activities, business departments and functional departments regularly feed back the business situation and possible risks in the business process to the management and the heads of major departments in strict accordance with the company's risk management regulations. Through the above-mentioned risk management framework and specific operation process, accurate and timely risk identification and evaluation can be realized, and the company's business risks can be resolved through the adjustment of business plans. The humanistic thought of talent management mode is an important guiding ideology of talent management in international oil companies. International oil companies pay special attention to stimulating employees' initiative and creativity, providing diversified jobs for talents, combining professional and technical training with management ability training, and making long-term vocational training plans according to the special personality of talents. The remarkable feature of talent management in international oil companies is that special talent committees have been set up for different professional fields according to the characteristics of their industry operation. Its purpose is to evaluate, cultivate, manage and reserve professionals in various fields for enterprises, form a strategic talent guarantee echelon, give full play to the advantages of human resources, ensure the long-term, stable and efficient development of enterprises, and enhance their core competitiveness. According to the different fields and levels of cultivating and managing talents, the talent committees of international oil companies can be roughly divided into three categories. The first category is the talent committee with the training and reserve of leading talents as the core, the second category is the talent committee for training and reserve of management departments, and the third category is the talent committee for training and reserve talents in professional and technical fields. In the specific structure, each talent Committee member is divided into the person in charge and the Committee member. The person in charge is responsible for mastering the overall talent training and reserve in this field, and the members are responsible for mastering the talent situation in this field within the scope of local branches. The person in charge shall hold regular meetings of the talent committee, and members shall attend the meetings and report the talent situation of the local branch; The person in charge will discuss the demand, reserve status and future development plan of relevant talents according to the current business situation and future business needs of the enterprise, and formulate specific standards and methods for recruitment, selection and evaluation of relevant talents. When recruiting new employees, the department in charge of recruitment will also screen according to the professional talent ability standards provided by the talent Committee. The Talent Committee will also formulate special career development plans for new employees in specialized fields to help new employees integrate into the development of the enterprise more quickly. For the training and development of employees, the talent committee not only pays attention to the training of employees in fixed positions, but also provides them with internship and job opportunities in different positions. The enlightenment to China's petrochemical enterprises is as follows: First, in the enterprise organization mode. At present, most petrochemical enterprises in China are organized and managed according to regions or business types, and most of them still belong to "functional structure" or "business department structure". In this regard, China's petrochemical enterprises can learn from the "matrix structure" of international oil companies, establish horizontal links between functional departments, give full play to the cooperation ability between departments, strengthen the circulation feedback of internal information, enjoy technical knowledge and enhance the core competitiveness of enterprises. Second, in the design of financial management mode. China's petrochemical enterprises should, according to their own characteristics and actual conditions, improve the financial management mode of foreign companies, further improve their financial structure, formulate a clearer system of rights and responsibilities, improve their financial control and supervision, and provide effective financial guarantee for their own development. Third, in enterprise risk management. China petrochemical enterprises are expanding their overseas business, so they should actively learn advanced risk management models, constantly enhance their ability to resist risks and deal with risks in an emergency, and better prevent and reduce risks in normal operations. Fourth, in terms of talent management mode. China petrochemical enterprises should learn more from the humanistic values and humanistic management ideas of international oil companies, keep pace with the times, constantly update the concept of talent management, pay more attention to stimulating the creativity and initiative of employees, and design specific career plans according to the particularity of different individuals. We can also try to learn from the management mode of talent committees adopted by international oil companies and combine the actual situation and experience to continuously explore the most suitable talent management mode. Fifth, when choosing the company management mode, we should also consider the new characteristics of the world economy. With the rapid development of virtual economy in the world today, it has entered an era of interactive influence between real economy and virtual economy. The wealth created by the real economy is redistributed in the field of virtual economy through the bonds connecting the virtual economy and the real economy, such as stock market, bond market and futures market. The financial attribute of international crude oil futures as an investment is increasingly obvious. Therefore, the choice of company management mode should consider the new requirements put forward by the continuous development of virtual economy for enterprise management.