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конкуренции между зонами и, соответственно, попытками продемонстрировать ее сравнительные преимущества перед другими подобными свободными экономическими зонами.
В-третьих, в процессе функционирования свободных экономических зон происходит торгово-промышленная диверсификация их деятельности, комплексное развитие
Начав с небольших территорий, объединенных специальными зонами в начале 80-х годов, китайское руководство к середине 90-х годов распространило их режим на сотни квадратных километров. Помимо наиболее известных в стране и за рубежом свободных экономических зон - "Шэньчжень", "Чжухай", "Сямэнь", "Шань-тоу", имеющих многолетнюю историю, а также зоны "Хайнань", существующей с 1988 г., в стране заметное развитие получили зоны технико-экономического развития (более двух десятков) и зоны развития новой и высокой технологии - технопарки. Особая роль отводится шанхайской зоне экономического развития «Пу-дун». Значение проекта, рассчитанного на несколько десятилетий, определяется не только тем, что зона «Пудун» должна стать в перспективе крупным центром промышленного производства Китая и призвана способствовать превращению Шанхая в крупнейший торговый и финансовый центр Азиатско-Тихоокеанского региона Практика функционирования китайских свободных экономических
зон и других районов со льготным инвестиционным климатом продемонстрировала несомненные успехи. К числу достижений СЭЗ как китайские, так и зарубежные специалисты относят прежде всего высокие, устойчивые темпы экономического роста, большие объемы привлеченных в зоны иностранных инвестиций, значительное повышение производительности труда и, наконец, существенный рост уровня жизни населения.
Свободные экономические зоны в КНР (помимо общих с другими странами целей специальных зон) в целом являются экспериментом по использованию рыночных отношений в условиях преобладания государственной собственности
Литература:
1. Экономическая энциклопедия/ Науч.-ред. совет изд-ва "Экономика"; Институт экон. РАН; Гл. ред. Л.И. Абалкин- М.: ОАО "Издательство "Экономика"", 1999
2. Лю Гогуан Исследование экономических проблем по развитию китайской экономики.- Изд-во Народное, Шанхай , 2004
3. Прямые иностранные инвестиции: теория и практика. -Пекин, 2002
ЭМПИРИЧЕСКИЙ АНАЛИЗ ЭФФЕКТИВНОГО УПРАВЛЕНИЯ МАЛЫМИ И СРЕДНИМИ ПРЕДПРИЯТИЯМИ В ТЕКУЩЕМ ПОЛОЖЕНИИ И ИССЛЕДОВАНИЕ АЛЬТЕРНАТИВ В ПРОВИНЦИИ ШАНЬДУН
Ван Айцинь, преподаватель кафедры Международного торговли Тайшанского государственного института бизнеса, Шаньдун, Тайань Юань Цинюань, преподаватель факультета менеджмента, Кафедра экономического управления, Шаньдунский научно-технический
университет, Шаньдун, Тайань
В ходе исследований малых и средних предприятий в провинции Шаньдун было обнаружено, что в целом степень удовлетворенности персонала управлением, осуществляющимся на предприятиях, довольно низкая. Анализ положения с различных точек зрения выявил основные проблемы малых и средних предприятий в провинции Шаньдун. Исходя из этого, предлагаются соответствующие меры по улучшению эффективности управления малыми и средними предприятиями, в том числе: возможность привлечения финансирования для малых и средних предприятий, усиление подготовки управленческого персонала, повышение пропаганды эффективного управления, создание прочной системы корпоративных норм и правил, корпоративной культуры, улучшение системы служебной аттестации и т.д.
Ключевые слова: провинция Шаньдун; малые и средние предприятия; эффективное управление.
PROBLEMS AND COUNTERMEASURES OF PERFORMANCE MANAGEMENT IN SMALL AND MEDIUM SIZED ENTERPRISES IN SHANDONG PROVINCE
Wang Ai-qin, lecturer, International trade chair, Business School of Tai Shan University, Taian, China, Yuan Qing-yuan, lecturer of the Management department, Economics and Management chair, Shan Dong Science and Technology University,
Taian, China
In the research of small and medium enterprises in Shandong Province, the staff think that the performance management for enterprise implementation of lower overall satisfaction. According to the empirical survey results, the author analyzes the main problems existing in current performance management of small and medium enterprises in Shandong province. On this basis, the author put forward the improvement of relevant measures, including: enhancing the financing capacity of SMEs, strengthening the training of executives, increasing the propaganda of performance management, establishing the rules and regulations of enterprises, fostering good corporate culture and establishing the performance evaluation system and improving the system.
Keywords: Shandong province; small and medium-sized enterprise; performance management.
Performance management is the effective way to improve the level of enterprise management and the core competitiveness of enterprises, which deciding the long-term development for small and medium-sized enterprises. However, small and medium-sized enterprises in Shandong province now have many deficiencies in performance management, and the enthusiasm of staff is generally low, which hindering the healthy development of enterprises seriously. Therefore, combining with the characteristics and present situation of performance management of small and medium enterprises, trying to improve the relevant measures of performance management, and improving the level of performance management of small and medium enterprises continuously is particularly urgent.
First, the sample selection and On-the-spot survey
(one) sample selection
The researcher mainly select more than 60 small and medium
enterprises in Taian, Jinan, Weighing, Qingdao, Yantai, the enterprises under investigation include food, pharmaceutical, electronics, machinery manufacturing and textile industries. The staff involve in more than one field such as personnel, finance, R&D, marketing etc.. In order to make the results more targeted, the researcher design two questionnaires, which is for employees and executives. 576 valid questionnaires were collected eventually, including 464 for general staffs and 112 for management personnel.
(two) On-the-spot survey
During the entire research process, the author uses two kinds of methods, which are interview and questionnaire. The objects of interview is the 20 staff in representative enterprises, and the time of interview is 30 minutes, the main content of the interview is the factors influencing their current level of performance. The questionnaire includes two parts: the first part is the basic situation of the objects, including the level
qualification, work experience, occupation category and the nature of the enterprise. In the second part, the author design related items which are mainly on the basis of all aspects of performance management, in order to understand the status of performance management of small and medium enterprises in Shandong province. After the survey, the author use statistical software to analyze the survey data, and finding out the main problems existing in performance management.
Second, the basic Survey results about the present situation of performance management of small and medium enterprises in Shandong Province
(one) the satisfaction of employee about the performance management is generally low
Through the investigation of performance satisfaction on small and medium enterprises, the author find that 25.6% of the employees is not satisfied with the performance management especially, 36.3% are not satisfied, the sum is more than 60%; 19% of the employees are satisfied with the enterprise performance management, and only 8.9% are very satisfied. The statistical results show that the majority of staff has lower satisfaction with the performance management, which resulting the strong resistance of employee, and impacting the level of employees' performance seriously.
(two) the results of performance evaluation can't accurately reflect the performance of work
In order to investigate whether the performance evaluation results can reflect the real performance of employees, the author designed by the question "do you agree that the enterprise performance evaluation can reflect your work performance" in the questionnaire.
According to the survey results, 23.8% of respondents believe that performance assessment results can't reflect their job performance fully, 34.5% of the respondents think that performance management can't reflect their performance basically, that the basic reflection and fully reflect the work performance of the proportion of different 15.9% and 18%. The above survey data shows that most employees think enterprise performance evaluation has serious formalism, assessment results can't pull open the gap, lack of fairness, can't reflect the performance of employees truly and difficult to mobilize the enthusiasm of the staff.
(three) the implementation of the performance management process lack of fairness
In the research for small and medium enterprises in Shandong province, 24.7% of respondents believe that the performance management implementation process is completely unfair, 35% of the respondents think that is not fair, that is very fair and more equitable respectively 9.5% and 19.6%. The survey results reflect that the performance management process is generally considered to be unfair treatment at present in small and medium-sized enterprises, the dissatisfaction of employee is high, so it is urgent for enterprises to take measures to solve the problem in order
to promote the smooth development of performance management.
(four) the ranking issues about the performance management that employee most desire to improve
Table 1 reflects the ranking issues about the performance management that the employees expect to be improved. Through the data we can see a larger proportion of the issues, which are: strengthen exchanges and communication between the upper and lower levels (27.3%), to further improve the performance appraisal content (24.6%), timely performance feedback (18.2%) and the performance appraisal combined with the nature of post (14.5%). This shows that employees are dissatisfied with some aspects of these serious problems, and the improvement of these will take an important role in promoting the level of performance. (five) the satisfaction of performance management system In order to understand the employee's satisfaction of the current performance management system, the author design by the question "do you think the company's current performance management system needs to be improved" in the questionnaire. Through the statistical analysis of the survey data (table 2), that 48.7% of respondents think the current performance management system need to be improved badly, 31.1% of the surveyed believe that the current performance management system although have the value of existence, but still need to be improved, that only 8.2% think the system don't need to be improved completely, 12% think the system don't need to be improved. The survey data shows that, the majority of respondents are not satisfied with the current performance management system. In this case, taking a series of measures, improving the deficiencies of current performance management system, and establishing perfect performance management system for small and medium-sized enterprises combing with Shandong province's own characteristics is very necessary.
Third, the main problems existing in the performance management of small and medium enterprises in Shandong province
(one) lack of strong financial security
Enterprises need for adequate funding for security in order to the smooth implementation of performance management. However, after investigation the author found most small and medium-sized enterprise funds are relatively weak at present. Due to its own development scale effect, small and medium enterprises own funds are limited and their credit is not strong, and it is difficult for them to have bank loans, so the financing has become a major problem affecting the development of small and medium enterprises. Due to serious lack of funds, small and medium-sized enterprises can only make limited funds spent on staff salaries, equipment purchase, business scale expansion and so on. In terms of performance management, it is weak. Because of the lack of strong capital, it is difficult to implement performance management even the managers recognize the importance of it. Some small and medium-sized
Table 1 ranking issues about the performance management which employee most desire to improve
Factors expected to improve proportion ( % )
strengthen exchanges and communication between the upper and lower levels 27.3
to further improve the performance appraisal content 24.6
timely performance feedback 18.2
performance appraisal combined with the nature of post 14.5
employee participate in performance index 9.1
Connect the objective of performance with the strategic objective of enterprise closely 6.3
Table 2 the satisfaction of performance management system
do you think the company's current performance management system needs to be improved proportion ( % )
need to be improved badly 48.7
although have the value of existence, but still need to be improved 31.1
don't need to be improved 12
don't need to be improved completely 8.2
enterprises can not afford to buy the most basic performance management system, leading to the backward of performance management, and the performance management actually divorced from the development of enterprises seriously. Many managers put the short-term interests in the first place but not consider the long-term development of enterprises in the performance management. It is reflected especially obviously in the setting of performance indicators. the majority of managers is concerned with financial indicators, and paying little attention to non-financial indicators relating to employee development and enterprise development (such as employee learning and innovation ability index); they put the index reflecting the completing about the staff task in the first place, and paying little attention to the behavior index of reflecting staff working process.
(two) managers lack advanced management concept
After the interview to the part of managerial personnel, the author found that many small and medium-sized enterprises managerial personnel did not studied the relevant theory of performance management systematically and lack advanced management idea, the enterprises also rarely train managerial personnel in this aspect. Lacking of theoretical knowledge leads to a lot of problems in the whole process of performance management. For example, managers often act upon their ideas or copy the experience of other enterprises, but not exploring a suitable performance management system according to the enterprise actual; in the process of employee management, many managerial personnel lack human-oriented view, they view the input of staff as simple cost and pursuit the enterprise economic benefit badly, they do not try various methods to mobilize the enthusiasm of the staff, and do not pay attention to the promoting of employees' work ability; managers lack the communication with the staff, they can't help staff to correct the problems and propose effective measures for improvement timely, and they pay little attention to the strategic goal of the enterprise. the performance evaluation system are not scientific and can't combine the long-term development of enterprise with the personal development very well.
(three) paying little attention to the importance and publicity of performance management
In order to survey the degree of attention of senior managers on performance management in small and medium enterprises, the author designed the item "do the senior managers pay much attention to the performance management" in the questionnaire. The survey results show that only 7.1% of the people think top management attaches great importance to the performance management in 112 respondents, the selection of importance ratio is 11.6%, the proportion between the two is less than 20%; most respondents think that senior managers do not attach importance to the performance management, the proportion is 38.4%, and there are 24.1% of the surveyed think the senior managers pay very little attention to. The survey results show that the performance management has not yet attracted enough attention to senior management. In this case, the senior managers can't give necessary support to the develop of the performance management, which resulting a series of questions in the performance management process, such as the insufficient attention to the strategic target, can't understanding the role of performance evaluation correctly, the lack of performance communication and performance feedback.
In addition, through the investigation of many enterprises during the study period, it is found that the propaganda of performance management is not enough in most enterprises. When researchers request the human resources department to have a look at about the performance management information or materials, many enterprises can't take out. There are also the lack of relevant materials and goods publicity about the corporate culture and corporate vision in the walls or hall. We can only see a basic building office, workshop equipment, but without any publicity objects even in some enterprises. Because of the lack of publicity, the staff lack of channel about the performance management, and can't feel the good atmosphere of enterprise performance management, so staff are easy to produce negative attitude of the performance management and can't coordinate with the work of the enterprise accordingly, which greatly influences the effect of the performance management.
(four) the rules and regulations of the enterprise construction is not in place
In the research process, the author found that the construction of rules and regulations for the majority of small and medium-sized enterprises of Shandong province is not optimistic. The rules and regulations of part of the enterprises are very backward. There are only rewards and punishment standards and staff code of conduct. More on the staff of the obligations stipulated in the rules and regulations, but the rights is emphasized too
little.Rules and regulations as paper documents simply restrict employee behavior, and can't reflect the content of modern enterprise management. In addition, rules and regulations in effect in the specific implementation process is not ideal, the first manifestation is many businesses can't embody the principle of equality before the rules and regulations, some managers or certain employees completely free to rules and regulations of the bundle, which leading to high dissatisfaction of other employees; the second manifestation is the rules and regulations of some enterprises only stay in writing, and not in place in the concrete implementation. Especially in some familial enterprises, because of the influence of the traditional "rule by man" idea, managers often deal with the problem by their subjective judgment, the rules and regulations has become almost entirely a decoration. The deletion and weakening rules lead to small and medium enterprises lose effective constraint system in the process of performance management, and its normative, systematic, persistent can not guarantee. For example, because of the lack of detailed provisions in performance management system, managers often base on personal characteristics of employees or manager's personal likes and dislikes to differentiate the staffin the performance evaluation, it is easy to aggravate the conflict, reduce the cohesion and centripetal force, so it is not only unfavourable to personal performance level promotion, but also effect the long-term development of enterprises.
(five) the performance appraisal system is not perfect At present, the performance evaluation system of small and medium-sized enterprises in Shandong province is not perfect, which mainly manifested in the following aspects: first, the formulation of evaluation system break from the actual situation of enterprise. After the interview with relevant personnel in human resource department, the investigators found that the performance evaluation system in many enterprises is often formulated from available online reference or a book after a simple modifying, but no serious analysis to the real condition and the development of the enterprise, which leading to poor adaptability for the performance appraisal system. Second, the performance appraisal criteria is not strict enough. When the small and medium-sized enterprises are carrying out the performance evaluation, the evaluation standard is often ambiguous and rather loosely, and the description of the evaluation criteria are vague and even ambiguous, so it is difficult and random to grasp in scoring, and then the evaluation results is unfair. Third, performance appraisal content is not perfect. In the aspect of setting the examination content, many small and medium enterprises deal with the matter at random, the appraisal content is too simple, lacking of key performance indicators, which leading to the assessment results can't pull open the gap and difficult to evaluate the actual work ofthe staffperformance correctly. Fourth, in the performance appraisal, the reviewers itself is also very easy to have an adverse effect on the appraisal results. For example, because of the "halo effect" in the assessment, the reviewers often only pay attention to some outstanding features and mask the important content of the other, which affect the accuracy of evaluation result; Affected by the "average tendency", the reviewers often disregard the employees' actual performance, and all give the intermediate or the average appraise, the "good" or "bad" evaluation is little, this moderate attitude is easy to cause resentment among the staff. [1]
Fourth, Countermeasures and suggestions to improve performance management problems of small and medium sized enterprises in Shandong Province
(one) improving the financing capacity of small and medium enterprises
The lack of its own funds and financing capacity in small and medium enterprises make an adverse impact on the performance management. Therefore, it is necessary to try various methods to improve the financing capacity and provide financial support for the smooth development of the performance management.
In order to make the small and medium enterprises have adequate funding, a variety of measures must be adopted. On the one hand, the local government should take a series of measures to improve the financing environment and provide some financial and taxation policies for the development of small and medium-sized enterprises; government departments should continue to strengthen and improve the enterprise credit evaluation system, and strengthen the credit transparency of small and medium enterprises; the construction of financial organization system must be improved to provide the necessary financing services for small and medium enterprises. On the other hand, to solve the financing problem must rely on the enterprises enhancing their strength ultimately. SMEs should establish a sound accounting system to provide
the necessary information support for the loan; management personnel should strengthen the integrity awareness, establish close relationships with government, banks, suppliers, dealers and constantly improve their own credit; SMEs should improve their innovation ability and development ability, continue to strengthen the core competitiveness, improve the management level. Only in this way, the small and medium-sized enterprise can solve the financing problem and raise the necessary funds for the development of enterprises with the support of government and relevant departments.
(two) strengthen the training of management personnel, improve the manager's level of management
In order to improve the level of performance management in small and medium-sized enterprise, measures must be taken to strengthen the training of management personnel, through which managers can master the advanced management technology and business philosophy, and can continuously improve the comprehensive quality and skills, and then promote the long-term development of enterprises.
In the training of management personnel, it is necessary to combine with the different levels and different skill requirements of management personnel. For example, for the senior management, we can adopt the mode of training in the senior seminar, strengthen exchanges between enterprises, participate in the MBA, EMBA education in the relevant institutions, study abroad, business education; for the middle-level managers, the main content of the training should be put on the development of their capabilities, improve business decision-making ability, the ability of plan and communication; for the grass-roots management personnel, training them how to carry out the production organization, personnel, cost management, safety management, how to supervise and guide subordinates to work effectively, and fully mobilize the enthusiasm of the staff is necessary. [2]
In addition, in the training of managers, the important point is to strengthen the communication skills of management personnel. Through training, managers can master the communication skills, enhance the employee's psychological comfort to a large extent, so that employees can feel the respect and trust from managers, and then facilitating the performance management work smoothly. Through training, managers should grasp: strive to create a relaxed communication environment before formal communication; listen to the ideas from employee, and carefully record the opinion of employee; talk less and listen more, and give timely evaluation; help staff analysis the problems of work and put forward relevant measures to improve the performance.
(three) increase the propaganda and improve the attention of performance management
Performance management is system engineering; it is not only the task of the human resources department, but also need the support of top management, and actively participation with the production, finance, marketing and other department and staff. Therefore, we must strengthen the propaganda of performance management in the enterprise, so that all employees are aware the importance of performance management, and improving the enthusiasm of participation in performance management.
First, to strengthen the communication with the executives and gain the support for performance management is necessary. When promoting a new performance management system, some sectors or personal interests are often threatened, and the performance management project will be interfered and hindered with human factors. It seems particularly important to obtain high-level support at this time. Only the involvement of senior leadership can do the work for other department, so that all departments and employees can unite in a concerted effort to ensure the smooth implementation of performance management. To obtain high-level support, human resources department should strengthen the propaganda of performance management, communicate with the senior leadership effectively, explain the goal and significance of performance management and the benefit to the long development of enterprises to the top leadership from every aspect, which enable the senior leaders know the high importance of performance management. Reflecting the progress of performance management to senior leadership timely is also needed, it is convenient for senior leaders to take timely measures to coordinate with other departments to develop the performance management well. Secondly, we should pay attention to the publicity to employees, so that employees can have a comprehensive understanding of the performance management and improving the recognition and attention of performance management on thought. In the process of advocacy, enterprises can select the appropriate form combining with their own characteristic, such as distributing the brochures with basic knowledge printed on to
all employees, so every employee can have a copy brochure, which is convenient for them to refer. In this way, the staff can not only have the overall perceptual knowledge of the performance management, but also have a good foundation for the understanding of the relevant knowledge in the future. In addition, for new recruited employees, simple brochure action is limited, the enterprise can hold the staff of the General Assembly, through the detailed explanation from concerned personnel in the human resources department, and employees can have a deeper understanding of performance management. Furthermore, enterprises can take the group discussion way of publicity. In the course of the discussion, organization should identify the topic and then organize the staffs expressing their own views, talking about ideas and suggestions. The organizing personnel should answer the doubting question from the staff timely in order to ensure the smooth progress of discussion. A point to note is that, the organization personnel should arrange carefully in this way, the selected personnel should not only have the thorough understanding of the enterprise overall situation, but also have strong communication ability and the coordinated ability to grasp and control the discussion scene.
(four) establish and perfect the rules and regulations of enterprises
"Nothing can be accomplished without norms and standards", enterprises should have perfect rules and regulations in order to operate normally. In the process of performance management, the perfect rules and regulations is the precondition to ensure the smooth implementation of performance management. With the restriction of regulations, the performance management procedure can be standard and the staff' enthusiasm to participate in the performance management can be fully mobilized.
From the survey, the researchers found that the establishment of rules and regulations is not in place in part of small and medium-sized enterprises, especially at the start of the enterprise in Shandong province. For such enterprises, to establish perfect rules and regulations system combined with its own actual is necessary. The human resources department can develop the check on work attendance system, rewards and punishment system, promotion system consulting with management and staff. The rules and regulations can be enacted after the first trial in the enterprise and can be revised and improved further according to the trial results, and then the document can be formed at last. After that enterprises should let every staff know about the content of the document through study, publicity and other means, then the staff code of conduct can according to the "laws". For those enterprises in which the rules and regulations more perfect, the implementation need to pay attention to. At the execution time it's should be noted everyone is equal and nobody can be dissociated from the rules and regulations for special treatment. The senior management should abide by strict rules and regulations consciously, do an exemplary role and create a good fair atmosphere. Managers can't differentiate the staff because of the individual differences, such as the staff level and seniority. Especially in some family of small and medium-sized enterprises, it should make no exception to family members and foreign employees, and make the rules and regulations playing a positive role in the constraint of employee behavior and improving the employee' work performance.
(five) establishing and improving the performance evaluation system
Performance appraisal is a key step in the performance management, the performance appraisal results is not only an important basis for staff promotion, post deployment, training and development, but also an important method to determine the employee' salary welfare and motivating staff. Therefore, the establishment of systemic and perfect performance evaluation system is important to the success of performance management.
In the process of performance evaluation, it must be pay attention to the following points: first, it should be combined with the actual business, job characteristics and goal of evaluation to determine the suitable evaluation index. In determining the evaluation standard, we must pay attention to the use of accurate, clear, easy to understand language and quantified objective standard in order to reduce the interference caused by subjective factors in the process of evaluation and assessment. Second, because each method has its own advantages and disadvantages, it must be combined with the specific circumstances such as evaluation objective, evaluation object to select the most appropriate and most effective evaluation method. [3] Third, it should be have a suitable interval time between the two evaluations. If the gap is too short, it will not only lead to resentment of staff, but also easy to make the evaluation becomes a mere formality and can't reach the expected effect; If the interval time is too long, it is easy to make employees have slack psychology and affect the enthusiasm of work.
Fourth, it must feedback the result to employees timely after the end of the evaluation in order to let staff know their examination scores and rater feedback, employees can find their shortcomings and foster strength and circumvent weaknesses in the future; in addition, if the employees have doubt about the examination results, the reviewers should listen carefully to the staff ,and through the establishment of evaluation appeal system, the employees can reflect problems and promote the democratization construction of performance evaluation.
Reference.
[1] Rong Yang. Human resource management [M]. Dalian: Dongbei University of Finance and Economics press, 2010
[2] An Hongzhang. The enterprise human resources management division two [M]. Beijing: Chinese labor and social security press, 2007
[3] Yao Yuqun. Introduction to human resource development and management (Second Edition) [M]. Beijing: Higher Education Press, 2005
Found project: science and technology development plan (soft science section) project "Shandong province small and medium-sized enterprise performance management system innovation research — Based on the comparison of different selection tool management performance" (2013RKA09013) in Shandong province in2013
Author introduction: Wang Aiqin (1982 -), female, Shandong Pingdu people, the lecturer at School of business in Taishan UniversitysYuan Qingyuan (1980 -), male, Shandong Zhangqiu person, the director at economic management department in Shandong University of Science and Technology
СТАНОВЛЕНИЕ АВТОМОБИЛЬНОЙ ПРОМЫШЛЕННОСТИ КИТАЯ
Ян Ян, аспирантка Московский государственный университет экономики, статистики и информатики (МЭСИ)
Автомобилестроение Китая прошло длительный путь становления и развития. Современные успехи китайской автомобильной промышленности всецело зависят от того фундамента, который был заложен в последние десятилетия. Актуальность изучения истории становления автомобилестроения в Китае очень велика, так как способствует пониманию его современного успешного развития. Кроме того необходимо выделить основные особенности каждого из этапов, развития китайского автомобилестроения. Ускоренные темпы современного развития позволяют предположить, что в недалеком будущем китайские автопроизводители выйдут на первое место по объемам производства.
Ключевые слова: автомобилестроение Китая, «Большая Тройка», «Малая Тройка», «Мини-Двойка», инвестиции.
THE DEVELOPMENT OF AUTOMOTIVE INDUSTRY IN CHINA
Yang Yang, the post-graduate student Moscow State University of Economics, statistics and Informatics (MESI)
The automotive industry in China has passed a long way of formation and development. Modern achievements of the Chinese auto industry is entirely dependent on the Foundation, which was founded in the last decade. The relevance of studying the history of the automotive industry in China is very high, because it contributes to understanding today's successful development. Additionally, you must identify the key features of each of the stages of development of the Chinese automotive industry. The accelerated pace of modern development, suggest that in the not too distant future, Chinese automakers will take the first place in terms of production.
Keywords: automotive industry of China, «the big three», «Little Threesome», «Mini Double», investments.
Автомобильная промышленность является одной из самых успешно развивающихся отраслей китайской экономики. Трудно представить, но еще 50 лет назад производство автомобилей составляло всего несколько тысяч машин. Сегодня же производство продукция автомобилестроения исчисляется миллионами единиц автомобилей в год.
Рассматривая историю автомобилестроения в Китае можно выделить четыре этапа. Первый этап до конца 1950-х годов, второй с начала 1960-х годов до начала 1990-х годов, третий с начала 1990-х годов до начала 2000-х годов и четвертый этап с начала 2000-х годов.
Первые автомобили, появившиеся в Китае в начале ХХ века, были иностранного производства, в основном американские. Кроме того, в страну поступало некоторое количество английских, французских и японских машин. Но общее их количество измерялось несколькими тысячами единиц. До 1930-х годов автомобиль в стране был большой редкостью, а автомобильный парк был очень разнообразным, что вносило трудности при его обслуживании и эксплуатации.
В период военных действий Японии против Китая в 1937—1945 годах автомобильный парк страны претерпел сильные изменения. Большая часть автомобилей была уничтожена в ходе военных действий или захвачена японскими войсками. С другой стороны, в Китай поступали автомобили по ленд-лизу. Так страны антигитлеровской коалиции, в основном США и Великобритания, осуществляли поставки военной техники, в том числе и грузовых автомобилей для китайской армии. Кроме того, часть автомобилей японской армии, особенно в последние месяцы военных операций достались китайским военным. Все это значительно изменило соотношение разных марок автомобилей, эксплуатируемых в Китае. В период гражданской войны в 1946—1950 гг. в Китай так же поступало много
военной техники, в том числе и грузовых автомобилей из СССР и США. Но это не решало главную проблему — отсутствие собственного производства: «Дореволюционный Китай не имел своей автомобильной промышленности. На дорогах этой страны можно было видеть машины самых разнообразных иностранных фирм — японские, американские, английские, французские, не было только китайских»1. По сути, до середины 1950-х годов в Китае только были мастерские по ремонту и обслуживанию автомобилей.
С победой Народно-освободительной армии Китая и провозглашения 1 октября 1949 года Китайской Народной Республики правительство поставило задачу создать собственную автомобильную промышленность. В создании автомобильного производства способствовало сотрудничество с Советским Союзом. Был провозглашен курс на производство «народного» автомобиля. В его разработке и технических разработках приняли советские инженеры и конструкторы. Создание собственной производственной базы должно было вывести китайскую промышленность на новый виток развития.
Под руководством правительства Китайской Народной Республики и при участии Советского Союза создается первый автомобильный завод в Чанчуне, на северо-востоке страны. В дальнейшем благодаря этому заводу в городе складывается огромный производственный комплекс автомобильной промышленности. Строительству завода уделялось огромное значение. Так «ввиду огромного объема работ Чанчуньский автомобильный завод совместно с автозаводцами проектировали более 20 советских организаций. Был составлен генеральный план завода в целом и отдельных производственных корпусов, в которых впоследствии разместились многочисленные цехи, такие как «Мотор», «Коробка скоростей», «Шасси», сборки и испытаний автомобилей, метизный, литейный, кузнечный, арматурный, прессовый, термический, калибровочно-заготовительный, инструментальный, абразивный, рессорно-пружинный, ремонтно-
1 История Московского автозавода имени И.А. Лихачёва.- М.: Мысль, 1966. С. 458.
