DH集团推行职业经理人制度的实践及启示

发布时间：2019-03-12 20:01

【摘要】：家族企业是民营经济的主体,是我国社会主义市场经济的重要组成部分。华人家族企业在创业成功后多数选择引进职业经理人,但由于信任困境难以逾越,建立经理人制度的变革往往一波三折。然而,随着商品经济、信息经济及产业经济快速发展,企业经营环境尤其是外部环境日益复杂,家族制管理的弊端日益凸显。在这种背景下,是否引入职业经理人成为企业向何处发展的“试金石”。本文以DH集团为例,就家族企业何时引进职业经理人、如何选拔经理人、怎样激励约束经理人等问题展开分析研究。DH集团是集纺织、织造、印染于一体,并享有自主经营进出口权的大型集团公司。在28年发展历程中,先后引进多位职业经理人,在如何平衡家族成员与经理人、资产所有者与经理人关系方面做了大量有益尝试,积累了较为丰富的经验。研究发现,家族企业引入职业经理人是大势所趋,企业通过建立职业经理人制度,使人力资本与物质资本有机结合,不仅可以摆脱华人家族企业因代际传承“富不过三代”的“命运”,而且可以缓解企业人力资本短缺、内部关系协调困难以及经营决策风险加大等矛盾。本文提出“五商”及“五步法”,前者关乎职业经理人的素质和条件,后者关乎企业选拔职业经理人的方法和路径。“五商”及“五步法”融会了我国传统文化理念与西方现代管理思想的精髓,具有独特性且便于实际应用。而要形成肝胆相照、荣辱与共的合作关系,企业必须健全对经理人的激励约束机制,加快“企业家族化”向“家族企业化”转型的步伐。
[Abstract]:Family enterprise is the main body of private economy and an important part of our socialist market economy. The majority of Chinese family enterprises choose to introduce professional managers after their successful start-up, but because the trust dilemma is difficult to overcome, the change in the establishment of managers' system is often twists and turns. However, with the rapid development of commodity economy, information economy and industrial economy, the business environment, especially the external environment, is becoming more and more complex, and the disadvantages of family management are becoming more and more prominent. In this context, whether the introduction of professional managers becomes the "touchstone" where the enterprise will develop. Taking DH Group as an example, this paper analyzes and studies when to introduce professional managers, how to select managers, and how to motivate and restrain managers in family enterprises. DH Group is a collection of textile, weaving, printing and dyeing in one, and so on. And enjoy the independent management of import and export rights of large group companies. During the 28-year development process, many professional managers have been introduced successively, and they have made a lot of beneficial attempts and accumulated rich experience on how to balance the relationship between family members and managers, asset owners and managers. It is found that the introduction of professional managers into family enterprises is the trend of the times. Through the establishment of professional managers system, enterprises can combine human capital with material capital organically. It can not only get rid of the "fate" of "rich but not more than three generations" from generation to generation in Chinese family enterprises, but also alleviate the contradictions such as shortage of human capital, difficult coordination of internal relations and increasing risk of management and decision-making in Chinese family enterprises. This paper puts forward "five Quotient" and "five steps", the former relates to the quality and condition of professional managers, and the latter relates to the methods and paths of selecting professional managers in enterprises. "five Shang" and "five-step method" blend the essence of Chinese traditional culture idea and western modern management thought, which is unique and convenient for practical application. In order to form a cooperative relationship between courage, honor and disgrace, enterprises must perfect the incentive and restraint mechanism of managers and speed up the transformation from "family-owned enterprises" to "family-based enterprises".
【学位授予单位】：西安科技大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.81;F272.91

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