LY集团母子公司管控研究

发布时间：2018-03-21 00:08

本文选题：LY集团　切入点：母子公司　出处：《山东大学》2013年硕士论文　论文类型：学位论文

【摘要】：笔者在一家民营房地产企业集团——LY集团从业十年,深刻感受到市场环境变化、行业竞争加剧,民营房地产企业的生存状态已经不容乐观。随着近年来房地产行业的高速发展,我国大量的房地产企业进行了大规模跨区域扩张,房地产行业也出现了产业集中度提高、结构优化、开发规模趋大的发展态势,我国房地产开发企业的规模化、集团化的步伐大大加快；“企业集团”的形式在中国民营房地产行业中成为最普遍的壮大模式。企业集团的概念起源于十九世纪末二十世纪初的欧美国家,是现代企业的高级组织形式。目前“企业集团”是我国企业界、政府部门广为运用的概念之一,从企业形成过程来看,它是在企业规模扩大、业务范围扩展、组织形式向现代公司制发展的基础上建立起来的。作为从业者,笔者也清楚的看到：目前我国的民营房地产企业一般强于经营而不善于管理；但是以前那种“粗放式”的管理已经不能适应发展的需要。对企业集团管控的研究核心就是“母子公司管控”。母子公司管控的目标就是：协调企业集团内各成员企业的关系,最终实现企业集团达到预期的规模经济、范围经济、速度经济和网络经济的目标,从而实现企业集团整体的最优化。据此,笔者以所供职的LY集团为案例,采用文献研究法,整理了国内外理论界对于母子公司、管控及其相关概念；采用案例分析法,梳理了LY集团不同阶段的管控模式、并对照理论进行分析；还采用了比较分析法,在分析LY集团的基础上,还将中国民营房地产企业集团的标杆——万科集团不同时期的管控模式加以比对分析。通过以上分析研究,笔者发现：相同的制度并不一定形成统一的结果,与公司的发展阶段、经营班子的能力、团队的磨合程度等主观因素也有很大关系。在上述研究基础上,笔者结合LY集团的实际情况,对LY集团的管控模式提出了优化设计方案；并且认为,对于一个企业集团、尤其是中国当今的民营房地产企业集团,母公司不是对所有的子公司必须采取一种管控模式,完全可以“因地制宜”在大原则不变的前提下,根据项目的具体情况、人员配置条件以及其他可能的实际因素,对不同的公司采取不同的管控模式。
[Abstract]:The author has been working in a private real estate enterprise group, LY Group for ten years, and has been deeply aware of the changes in the market environment, the intensification of competition in the industry, and the living state of the private real estate enterprises. With the rapid development of the real estate industry in recent years, A large number of real estate enterprises in China have carried out large-scale cross-regional expansion, and the real estate industry has also appeared the development trend of industrial concentration, structural optimization, and development scale, and the scale of real estate development enterprises in our country. The pace of collectivization has been greatly accelerated, and the form of "enterprise group" has become the most common mode of expansion in China's private real estate industry. The concept of enterprise group originated in Europe and the United States at the end of 19th century and the beginning of 20th century. At present, "enterprise group" is one of the concepts widely used by enterprises and government departments in our country. Judging from the forming process of enterprises, it is in the expansion of enterprise scale and the expansion of business scope. The organizational form is established on the basis of the development of the modern corporate system. As practitioners, I also clearly see: at present, private real estate enterprises in our country are generally better than management, but not good at management; However, the "extensive" management of the past can no longer meet the needs of development. The core of the research on enterprise group control is "parent-subsidiary control". The goal of parent-subsidiary control is to coordinate the relations among the enterprises that are members of the enterprise group. Finally, the enterprise group achieves the expected goals of economies of scale, scope economy, speed economy and network economy, so as to realize the optimization of the enterprise group as a whole. Accordingly, the author takes the LY Group as a case study, using literature research method, collates the domestic and foreign theoretical circle for the parent and subsidiary companies, management and control and related concepts; using case analysis, combing the different stages of LY Group management and control model, On the basis of the analysis of LY Group, this paper compares and analyzes the management and control modes of the bench-Vanke Group in different periods of China's private real estate enterprise group. Through the above analysis and research, the author finds that the same system does not necessarily form a unified result, and it is also related to the subjective factors such as the development stage of the company, the ability of the management team, the degree of team running-in and so on. Combined with the actual situation of LY Group, the author puts forward the optimal design scheme of LY Group's management and control mode, and thinks that, for an enterprise group, especially the private real estate enterprise group in China today, The parent company is not required to adopt a mode of control for all its subsidiaries. It can "adapt measures to local conditions", depending on the specific conditions of the project, staffing conditions and other possible practical factors, on the premise that the major principles remain unchanged. Adopt different control modes for different companies.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272;F299.233.4

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