美龙达高层管理者选拔机制和培养方式研究
发布时间：2018-09-19 06:48
【摘要】：随着世界经济结构的改变,越来越多的国际企业到华投资经营,在全国经济增长步幅放缓的前提下,东北地区的一些外资注资的小型企业受到了较大的冲击,经过一代人的打拼,家族式企业在高层管理者的传承方面暴露了非常多的问题,包括高层管理者的选拔机制和培养方法等问题,目前国内大中型企业尚未有完善的权力传承的标准,对待高层管理者的选拔标准更是模糊,而且风险意识比较淡薄,所以在高层管理者的培养方向上没有预断的能力,甚至包括万达老总王健林也对自己的企业未来归属和传承也感到迷茫。由于国内相关继承人的评选标准的案例较少,并且业界内始终无法有统一的关于高层管理者的选拔和培养的规范标准,导致领域比较空白,为此搜集大量文献资料筛选出比较权威的规范标准。针对于以上的问题,特选哈尔滨美龙达科技发展有限公司所面临的传承问题作为案例,案例中的企业属于小型企业并且由美方注资,案例有典型性研究价值,企业内部没有第二代血缘直系亲属,所以面对权力传承方面有较多的选择,但也因此出现较多问题,面对企业内部人选拔高层管理者困境,对本案例进行深入研究,对几个候选高层管理者的选拔方案提出建议,对高层管理者的培养提出自己的方案,经过模型对比筛选得出相对较优的执行方案,在服务行业萧条的东北地区,类似的小微企业比较多,尤其是企业创始人子女不在身边并且不想接班的案例比比皆是,并且一旦无人接班将面临企业倒闭的局面,为此只能从家族或企业内外部选择继承人,本文可以为相似的企业提供的参考和借鉴。
[Abstract]:With the change of the world economic structure, more and more international enterprises are investing in China. On the premise of slowing down the pace of economic growth throughout the country, some small enterprises funded by foreign capital in the Northeast region have suffered a great impact. After a generation of efforts, family enterprises have exposed a lot of problems in the inheritance of senior managers, including the selection mechanism and training methods of senior managers. At present, large and medium-sized enterprises in China have no perfect standards of power inheritance, the selection criteria for senior managers are even more vague, and their risk awareness is relatively weak. Therefore, there is no predictive ability in the direction of training senior managers. Even Wanda Chief Wang Jianlin for their own future ownership and inheritance is also confused. As there are fewer cases of selection criteria for domestic related successors, and there is no uniform standard for the selection and training of senior managers in the industry, this has led to a relatively blank field. For this reason, collect a large number of literature materials to screen the more authoritative normative standards. In view of the above problems, the inheritance problem faced by Harbin Melongda Science and Technology Development Co., Ltd. is selected as a case study. The enterprise in the case belongs to a small enterprise and is funded by the United States. The case has typical research value. There are no second-generation blood relatives in the enterprise, so there are more choices in power transmission, but there are many problems, facing the dilemma of selecting senior managers, this case is deeply studied. This paper puts forward some suggestions for the selection of several candidates for senior management, and puts forward its own plan for the training of senior managers. Through model comparison and screening, a relatively superior executive plan is obtained. In the service industry, the Northeast region is depressed. There are more small and micro businesses of this kind, especially where the founder's children are absent and do not want to take over, and if no one takes over they will face the prospect of a business closing down, so they can only choose their successors from the family or from the outside of the business. This paper can provide reference and reference for similar enterprises.
【学位授予单位】：哈尔滨理工大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F49;F272.92
本文编号：2249355
[Abstract]:With the change of the world economic structure, more and more international enterprises are investing in China. On the premise of slowing down the pace of economic growth throughout the country, some small enterprises funded by foreign capital in the Northeast region have suffered a great impact. After a generation of efforts, family enterprises have exposed a lot of problems in the inheritance of senior managers, including the selection mechanism and training methods of senior managers. At present, large and medium-sized enterprises in China have no perfect standards of power inheritance, the selection criteria for senior managers are even more vague, and their risk awareness is relatively weak. Therefore, there is no predictive ability in the direction of training senior managers. Even Wanda Chief Wang Jianlin for their own future ownership and inheritance is also confused. As there are fewer cases of selection criteria for domestic related successors, and there is no uniform standard for the selection and training of senior managers in the industry, this has led to a relatively blank field. For this reason, collect a large number of literature materials to screen the more authoritative normative standards. In view of the above problems, the inheritance problem faced by Harbin Melongda Science and Technology Development Co., Ltd. is selected as a case study. The enterprise in the case belongs to a small enterprise and is funded by the United States. The case has typical research value. There are no second-generation blood relatives in the enterprise, so there are more choices in power transmission, but there are many problems, facing the dilemma of selecting senior managers, this case is deeply studied. This paper puts forward some suggestions for the selection of several candidates for senior management, and puts forward its own plan for the training of senior managers. Through model comparison and screening, a relatively superior executive plan is obtained. In the service industry, the Northeast region is depressed. There are more small and micro businesses of this kind, especially where the founder's children are absent and do not want to take over, and if no one takes over they will face the prospect of a business closing down, so they can only choose their successors from the family or from the outside of the business. This paper can provide reference and reference for similar enterprises.
【学位授予单位】：哈尔滨理工大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F49;F272.92
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