YD集团公司非相关多元化经营管控对策研究

发布时间：2018-03-20 14:00

本文选题：非相关多元化　切入点：集团公司　出处：《广西师范大学》2016年硕士论文　论文类型：学位论文

【摘要】：近20多年来,尤其是随着大型境内外并购重组业务推进以来,非相关多元化集团公司的发展管控问题日益成为热门话题。从国内企业的发展业绩来看,不少企业尽管依靠多元化的发展模式带来了规模几何型的扩张,但经营质量和效益却没有实现大幅攀升,其中有不少企业经营亏损、管理失控,有的甚至频临倒闭破产的境地。通过综合分析,出现这些问题,有宏观政治环境、市场环境、文化背景等方面因素的影响,但笔者认为更重要的还是集团公司的经营管控对策不对路、不到位所致。本文着重从YD集团的发展现状以及经营管控对策的模式出发,客观分析该经营管控策模式推进过程中的成功经验和存在的相关问题,在借鉴相关成功集团公司的管控经验的基础上,探讨非相关多元化集团公司如何实现构建集团总部管控平台以及各子公司专业化经营平台,以及如何把集团公司总部指令通过战略管控、投资管控、人力资源管控、财务资金等管控手段,传达落实到下属各分子公司日常生产经营工作之中,进而实现母子公司携手共进、协同发展的效果。本文第一章主要介绍研究的背景、目的、意义、现状趋势以及多元化、非相关多元化的概念界定；第二章介绍YD集团非相关多元化发展现状,主要包括企业基本概况、企业发展的基本历程.非相关多元化形成的背景和内生原因分析以及非相关多元化表现形式；第三章结合YD集团公司非相关多元化经营管控情况,归纳了非相关多元化经营管控中六种常见的问题,以及相关多元化管中出现的常见问题,并从内外部两个层面分析了非相关多元化经营管控的风险；第四章YD集团公司非相关多元化经营管控对策的主要做法和绩效评估,包括坚持“集团多元化、子公司专业化”的路径、完善公司治理与组织结构、强化总部功能定位、完善预算管理体系、搭建专业平台体系、强化制度建设和绩效考核、提升信息系统建设；第五章主要结合YD集团非相关多元化经营管控的实际做法,对相类似企业提出五个方面的对策和建议；结语部分主要总结非相关多元化管控内容,提出了存在的问题及亟需在实践过程当中提升和改善的相关内容。从YD集团公司非相关多元化经营管控对策模式的实施现状和绩效评估的角度来分析,既有成功管控值得推广的好对策、好效果、好经验,但也存在一些未尽人意的方面。总之,本文期望通过对YD集团公司及相关企业的案例研究,对中国非相关多元化集团公司的生产经营管控策略、产业结构调整和转型升级、混合所有制改革,以及各项生产经营管理等工作,能有一定的借鉴和参考作用,则倍感欣慰。
[Abstract]:In the past 20 years, especially with the development of M & A and reorganization business inside and outside China, the development and control of non-related diversified group companies has become a hot topic. From the perspective of the development performance of domestic enterprises, Although many enterprises rely on diversified development models to bring about the expansion of scale and geometry, but the quality and benefit of operation have not increased significantly, many of them have lost money and lost control of their management. Some are even going bankrupt. Through comprehensive analysis, these problems are influenced by macro political environment, market environment, cultural background, and so on. However, the author thinks that it is more important that the management and control countermeasures of the Group Company are not right and not in place. This paper focuses on the development of YD Group and the mode of management and control countermeasures. Objective analysis of the successful experience and existing problems in the process of promoting the management and control strategy model, on the basis of drawing lessons from the management and control experience of the relevant successful group companies, This paper discusses how to construct the management and control platform of the headquarters of the group and the specialized management platform of the subsidiaries, and how to control the headquarters of the group through strategic control, investment control, human resources control, and how to control the headquarters of the group through strategic control, investment control and human resources control. Financial funds and other means of control, communication and implementation of the sub-subsidiaries of the daily production and management work, and then achieve the parent-subsidiary company hand in hand, the effect of coordinated development. The first chapter of this paper mainly introduces the background, purpose, significance, The second chapter introduces the current situation of non-related diversification of YD Group, including the basic situation of the enterprise. The basic course of enterprise development. The background and endogenous reasons of the formation of non-related diversification, as well as the manifestations of non-related diversification. Chapter three combined with the management and control of non-related diversification of YD Group Company. This paper summarizes six common problems in non-related diversification management and management, and analyzes the risk of non-related diversification management from the internal and external aspects. Chapter 4th: the main methods and performance evaluation of non-related diversified management and control countermeasures of YD Group Company, including insisting on the path of "group diversification, subsidiary specialization", perfecting the corporate governance and organizational structure, strengthening the functional orientation of the headquarters. Improve the budget management system, build a professional platform system, strengthen the system construction and performance appraisal, enhance the information system construction. Chapter 5th mainly combined with the actual practices of non-related diversified management and control of YD Group, Put forward five countermeasures and suggestions to similar enterprises; conclusion part mainly summarizes the content of non-related diversification control, This paper puts forward the existing problems and the related contents that need to be promoted and improved in the process of practice. From the perspective of the implementation status and performance evaluation of the non-related diversified management and control strategy model of YD Group Company, There are some good countermeasures, good effects and good experiences that are worth popularizing, but there are still some unsatisfying aspects. In a word, this paper looks forward to the case study of YD Group Company and related enterprises. It is gratifying to learn from the management and control strategy of production and management, the adjustment and transformation of industrial structure, the reform of mixed ownership, and the management of production and management in China.
【学位授予单位】：广西师范大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F279.26;F272.3

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