SL集团对下属粮食企业管控模式优化研究

发布时间：2018-03-19 11:50

本文选题：SL集团　切入点：粮食企业　出处：《南京师范大学》2015年硕士论文　论文类型：学位论文

【摘要】：同民营企业集团相比,我国国有企业集团的形成大多是政府为主导推动的行政授权(划拨)方式,这种方式主要是以“先有儿子后有老子”为代表的从下至上的组织形式。这种下属公司影响上级集团的形成方式,导致了母公司在制度建设上滞后于子公司或者子公司抵触母公司管理的现象,使得企业集团“联而不合”、“集而不团”,难以发挥集团中企业的群体优势,这些因素都增加了国有企业母子公司管控的阻碍和难度。在这种形式之下,选择有效的母子公司管理模式,最大程度的发挥集团在资源配置、价值创造方面的作用,是确保企业集团整体战略实现的关键所在。SL集团下属子公司属粮食企业,粮食行业的特殊性决定了其管控模式的特殊性。过去实施的财务型管控模式已不再适用于其粮食战略的发展,因此需要对其管控模式进行全面的优化。本文以SL集团作为切入点首先对涉及母子公司管控模式的理论进行回顾,了解了国内外现有关于这个领域的研究现状和发展趋势。在此基础上,笔者剖析并发现了SL集团对下属粮食企业管控模式的现状与不足,如：资金管控模式矛盾、战略协同效率低下、内部连接纽带脆弱及制度体系建设缺失等。通过对导致现行管控不足的原因分析,笔者认为SL集团对于下属粮食企业的管控模式应在原有财务型管控模式的基础上进行优化。本文重点从战略管理、投资管理、预算管理及人力资源管理等方面为SL集团设计了针对下属粮食企业管控模式的优化方案即管控模式2.0版本,即在原施行的财务型管控模式的战略管理方面借鉴战略控制型模式,在人力资源管理方面参考操作管理型模式。最后,本文根据优化后的管控模式提出了相应的实施、保障方案。
[Abstract]:Compared with private enterprise groups, most of the formation of state-owned enterprise groups in China is the administrative authorization (transfer) mode, which is mainly promoted by the government. This is mainly a bottom-up organizational form represented by "having sons first and then Laozi." this kind of subordinate company influences the formation of superior groups. It leads to the phenomenon that the parent company lags behind the subsidiary company or the subsidiary company in the system construction, which makes the enterprise group "unite but not agree" and "gather but not the group", so it is difficult to give full play to the group advantage of the enterprise in the group. These factors all increase the obstacles and difficulties in the management of state-owned enterprises' parent and subsidiary companies. In this form, we should choose an effective parent-subsidiary management model to maximize the role of the group in the allocation of resources and the creation of value. Is the key to ensure the realization of the overall strategy of the enterprise group. The subsidiary of the SL Group belongs to the grain enterprise. The particularity of the food industry determines the particularity of its control model. The financial control model used in the past is no longer suitable for the development of its food strategy. Therefore, it is necessary to optimize its control mode comprehensively. In this paper, SL Group is taken as the starting point to review the theory concerning the control mode of parent-subsidiary company. On the basis of this, the author analyzes and finds out the current situation and shortcomings of SL group's management and control mode of grain enterprises under its control, such as the contradiction of fund control mode, The strategic coordination efficiency is low, the internal link is weak and the system construction is missing, etc. Through the analysis of the causes of the current insufficient control, The author believes that SL Group should optimize the management and control mode of its grain enterprises based on the original financial management mode. This paper focuses on strategic management, investment management, investment management, investment management, investment management, investment management, investment management, investment management, and investment management. In the aspects of budget management and human resource management, this paper designs an optimized scheme for SL Group to optimize the management and control mode of subordinate grain enterprises, that is, the 2.0 version of the control mode, that is, to draw lessons from the strategic control model in the strategic management of the original financial management mode. Finally, according to the optimized management mode, this paper puts forward the corresponding implementation and protection scheme.
【学位授予单位】：南京师范大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F324

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