某建筑科学研究院改制案例研究

发布时间：2018-03-17 00:14

本文选题：科研院所　切入点：事业单位　出处：《郑州大学》2015年硕士论文　论文类型：学位论文

【摘要】：随着我国经济体制改革的不断深化,我国许多厅局级的二级自收自支科研类事业单位进行了改制,即由自收自支的事业单位改制成科技型企业。某建筑科学研究院在省建设厅的直接领导下,2001年从事业单位转制为科技型企业,2005年12月完成公司制改制,由全民所有制企业转变为民营企业,并按照现代法人治理结构的要求建立了股东会、董事会、监事会,并由董事会聘任总经理班子。某建筑科学研究院通过公司制改革,企业规模持续扩大,产值和员工人数较改制前均有大幅度提升。但是相对于其他同期改制兄弟单位——某交通规划勘察设计研究院和某建筑设计研究院来讲,某建筑科学研究院的发展还能算快,其人均产值、利润率相对较低,原始股本升值率尚不足其他两家公司的三分之一。究其原因,某建筑科学研究院的股权结构设置不合理是主要原因,虽然建立了法人治理结构,实际上仍然沿用了全民所有制企业的管理模式,公司股东会、董事会、监事会形同虚设,经理层受董事长干预过大,公司治理存在很大问题,且薪酬结构不够完善,对总经理班子和员工缺乏必要的激励机制。为使某建筑科学研究院更好的适应市场竞争,在总结自身改制经验的基础上,借鉴吸收其他两家单位的改制经验,本文提出可从以下几个方面探索制定深化改制建议：建立工会代持小股东分散股权制度改善股权结构以加强监督约束机制、完善法人治理结构、完善公司组织结构、建立经营者长期激励方案等,以此来凝聚发展合力、整合人才品牌资源,使某建筑科学研究院成为一家产权清晰、组织结构合理、充满活力的控股公司,并让新老股东和员工共享企业发展成果。
[Abstract]:With the deepening of the economic system reform in our country, many second-level self-supporting scientific research institutions at the department and bureau level have been reformed. Under the direct leadership of the provincial construction department, a certain institute of building sciences, under the direct leadership of the provincial construction department, switched from a public institution to a scientific and technological enterprise on 2001. In December 2005, it completed the corporate system reform. From enterprises owned by the whole people to private enterprises, and in accordance with the requirements of the modern corporate governance structure, the shareholders' meeting, the board of directors, the supervisory board, and the board of directors have been appointed by the board of directors to appoint the general manager's group. A certain institute of building sciences has adopted the reform of the corporate system. The scale of the enterprise has continued to expand, and the output value and the number of employees have been greatly increased compared with before the reform. But compared with the other sister units in the same period, a traffic planning, reconnaissance, design and design institute and a building design research institute, The development of a certain research institute of building sciences is still quite rapid, its per capita output value and profit margin are relatively low, and the appreciation rate of the original share capital is still less than 1/3 of the other two companies. The unreasonable establishment of the equity structure of a certain institute of building sciences is the main reason. Although the corporate governance structure has been established, the management mode of enterprises owned by the whole people is still in practice. The shareholders' meeting, board of directors, and board of supervisors of the company are virtually empty. The management is too much interfered by the chairman of the board of directors, the corporate governance is very big problem, and the salary structure is not perfect, and lacks the necessary incentive mechanism to the general manager's group and the staff, in order to make a certain building science research institute better adapt to the market competition, On the basis of summing up their own experience in reforming the system, and drawing lessons from the experience of the other two units, This paper puts forward some suggestions for deepening the reform from the following aspects: setting up a trade union system to improve the equity structure by establishing a trade union system of decentralized ownership of minority shareholders in order to strengthen the supervision and restraint mechanism, perfect the corporate governance structure, and perfect the organizational structure of the company. To establish a long-term incentive scheme for managers and so on, in order to consolidate development, integrate talent brand resources, and make a certain institute of architectural sciences a holding company with clear property rights, reasonable organizational structure and full of vitality. And let new and old shareholders and employees share the fruits of enterprise development.
【学位授予单位】：郑州大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.92

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