L集团管控模式设计

发布时间：2018-01-12 23:25

本文关键词：L集团管控模式设计　出处：《天津大学》2014年硕士论文　论文类型：学位论文

【摘要】：改革开放30多年来，我国社会主义市场经济体制改革已经进入了深水区。在中国民营经济发展过程中，凭借着创业元老们的努力，很多民营企业发展迅速，管理规模也迅速壮大，有的甚至做成了跨国企业集团。但在企业管理方面，还远远未能建立起系统及科学化的管理体系，抑制了民营企业的发展空间，阻碍了民营企业的发展。从集团管控的角度来看，目前国内民营企业家在这方面经验不足，对于集权或放权的力度把握不到位是较为普遍的现象。一种情况是过度集权，企业家事必躬亲，这对于一个规模小的企业可以说是一种高效的管理模式，但在企业发展到集团规模，如果企业的一把手依然大小事务亲自过问并做决定，不但效率低下，而且会在相当程度上干扰下属公司的日常经营并削弱了下属公司管理者的工作积极性和成就感。另一种情况是过度放权，集团总部对下属公司缺乏有效的监控机制，集团与下属公司内部联结纽带非常脆弱，事实上是一种若即若离的关系，这种情况往往造成下属公司“各自为政”的局面。国内某食品企业就是个典型的例子，当该公司从一家单体企业迅速发展为具有较大规模、并在全国各地拥有多家分公司的集团性企业后，老板认为自己一个人管不了这么多分公司，于是任命公司的几位创业元老每人各管几个分公司，但又没有对他们的权力进行规范约束，最后每个子公司在管理上各有一套体制，相互之间又互不沟通协调，在集团内形成“割据”之势，总部管控失控，集团公司形同虚设，业务发展受到严重影响。可见，当面对庞大的企业集团，如何对下属分、子公司进行有效管理和控制，整合总部的资源为其服务，同时不能一抓就死、一放就乱，，并不是一个简单的问题。如果处理不好，对于公司的长期发展会埋下巨大的隐患。本文利用管控模型对案例企业进行管理控制系统设计，并界定了组织权责界面、组织架构，并利用岗位价值评估模型对核心岗位进行评估，编写核心岗位职责说明书，最后建立案例企业的胜任力素质模型对核心岗位的人员评价和引进进行应用。
[Abstract]:Since the reform and opening up for more than 30 years, China's socialist market economic system reform has entered deep water areas. In the process of the development of private economy in China, with the efforts of the founding fathers, many private enterprises have developed rapidly. The scale of management has also grown rapidly, some have even become multinational enterprise groups. However, in the aspect of enterprise management, it is far from establishing a systematic and scientific management system, which inhibits the development space of private enterprises. It hinders the development of private enterprises. From the perspective of group control, the current domestic private entrepreneurs in this area of experience is not enough, to centralized or decentralized power is not in place is a relatively common phenomenon. One is excessive centralization. Entrepreneurs are hands-on, which can be said to be an efficient management model for a small enterprise, but in the enterprise to the group size, if the first business leaders are still involved in the size of the matter and make decisions. It is not only inefficient, but also interferes with the daily operation of the subordinate company to a considerable extent and weakens the working enthusiasm and the sense of achievement of the managers of the subordinate company. The other is excessive delegation of power. The headquarters of the group lacks an effective monitoring mechanism for the subordinate company, and the internal bond between the group and the subordinate company is very weak. In fact, it is a kind of relationship between the group and the subordinate company. This situation often results in subordinate companies "do their own things" situation. A domestic food enterprise is a typical example, when the company from a single enterprise rapidly developed into a larger scale. And in the country has a number of branches of the group enterprises, the boss thinks he can not manage so many branches alone, so the appointment of a few entrepreneurs each managed a few branches. At the end of the day, each subsidiary had a system of management, and each of them did not communicate and coordinate with each other, forming the tendency of "separation" within the group, and the control of the headquarters was out of control. The business development of the group company is seriously affected. Visible, face to face to the huge enterprise group, how to carry on the effective management and the control to the subordinate, the subsidiary company, integrates the headquarters resources for its service, at the same time cannot grasp on the death, a release on the chaos. It's not a simple problem. If you don't handle it properly, it's a huge problem for the company's long-term development. This paper uses the management and control model to design the case management and control system, and defines the organizational authority and responsibility interface, organizational structure, and use the post value evaluation model to evaluate the core posts. Finally, the competency model of the enterprise is established to evaluate and introduce the core positions.
【学位授予单位】：天津大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F299.233.4

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