S集团战略管控优化研究
发布时间：2018-07-17 02:13
【摘要】：S集团2002年由J省N市政府授权,管理运营原N市政公用局下属公交、水业、燃气、市政建设、出租汽车等公司的资产与股权。S集团抓住中国经济高速发展的黄金十年,实现了资产规模、销售收入、利润快速增长,在主业沉淀了本土乃至全国的品牌。“十二五”期间,集团处于高速增长阶段,各项经济指标均呈现大幅增长,获得了中国最具成长性企业称号,被信用评级机构评为“2A+”企业,在企业文化建设等方面获得省级以上奖项共37项,2015年位列中国服务业500强第179位。在国有企业向集团化、社会化、国际化迈进的过程中,S集团与其他大型国有企业一样,暴露出组织制度不健全、管控不到位、资源配置效率不高、整体竞争力不强,尤其是在在战略管控方面,存在着公司治理“管而不治”、组织架构“集而不团”、管控手段“多而不优”等问题,严重制约着S集团的可持续健康发展。“十三五”时期,既是我国全面建成小康社会、全面深化改革、全面推进依法治国、全面从严治党战略布局协调推进的重要时期,也是S集团转型升级、做大做强,挺进中国服务业企业100强、中国企业500强的决胜期。因此无论是立足于国家层面,还是本土层面,S集团的战略管控优化都势在必行。本文根据S集团的发展历程、客观条件,以及现有的管控方式和未来发展战略,通过借鉴集团公司战略管控的理论与实践活动,运用相关研究分析方法,重点研究在此轮国企改革中关于S集团的战略管控实施情况,针对存在的问题和矛盾提出建议和优化措施,选择更加适合集团发展的管控模式,以加强管理,提高管控实效。本文在结构上共分为七章,其中第一章为导论;第二章为集团公司战略管控理论概述;第三章为S集团战略管控的现状分析;第四章为S集团战略管控优化的SWOT分析;第五章为S集团战略管控优化的思路和目标;第六章为S集团战略管控优化的实施路径;第七章为结论与展望。本文提出S集团战略管控应由行政分权型转变为积极治理型,以“母-子-孙”和“母-事-子”的三层级管控架构为主体,梳理架构间的关系,降低管理维度,简化管理程序,缩短管理流程,给予各经营单位自主决策权,构建“小管理、大经营”的管控格局。S集团是典型的地方性国有企业,具备强烈的时代特点和行业特征,其涉足领域的复杂性,本文对S集团战略管控模式的和管控手段的选择运用,从实践上论证管控理论的相关理论观点,不仅对S集团具有指导意义,而且能够为集团公司战略管控理论提供典型的案例,对于管控理论的科学应用是一项具有挑战性的工作,同时在中国当前环境下,本研究能够在一定程度上丰富国有企业(集团公司)企业治理模式,为国有企业改革提供战略管控体系建设的科学参考。
[Abstract]:In 2002, the S Group was authorized by the N Municipal Government of J Province to manage and operate the assets and shares of the former N Municipal Public Utilities Bureau of Public Transport, Water, Gas, Municipal Construction, Taxi and other companies. S Group seized the golden decade of rapid economic development in China. Realized the asset scale, the sale income, the profit grows rapidly, precipitates the local and even the national brand in the main industry. During the 12th Five-Year Plan period, the Group was in a period of rapid growth, and all economic indicators showed substantial growth. It won the title of the most growing enterprise in China, and was rated as "2A" enterprise by the credit rating agency. In the construction of corporate culture, won 37 awards above the provincial level, in 2015 ranked 179 in China's top 500 service industry. In the process of state-owned enterprises moving towards collectivization, socialization and internationalization, like other large state-owned enterprises, the S Group has revealed that the organizational system is not perfect, the control is not in place, the efficiency of resource allocation is not high, and the overall competitiveness is not strong. Especially in the aspect of strategic control, there are some problems in corporate governance, such as "management but not management", organizational structure "gathering but not group", control means "many but not excellent" and so on, which seriously restrict the sustainable and healthy development of S Group. The 13th Five-Year Plan period is not only an important period for our country to build a well-off society in an all-round way, comprehensively deepen the reform, comprehensively advance the rule of law, and comprehensively and harmoniously manage the strategic layout of the Party, but also is an important period for the transformation and upgrading of the S Group, which is becoming bigger and stronger. Advance into China's top 100 service enterprises, China's top 500 enterprises in the decisive period. Therefore, whether based on the national level, or local level of strategic management and control optimization is imperative. According to the development history, objective conditions, existing management and control mode and future development strategy of S Group, this paper applies relevant research and analysis methods through drawing lessons from the theory and practice of strategic management and control of S Group. This paper focuses on the implementation of strategic management and control of S Group in this round of SOE reform, puts forward suggestions and optimization measures in view of the existing problems and contradictions, and selects a more suitable control mode for the development of the Group in order to strengthen management and improve the effectiveness of management and control. The structure of this paper is divided into seven chapters, the first chapter is the introduction, the second chapter is the overview of the strategic control theory, the third chapter is the current situation of S Group strategic control, the fourth chapter is the SWOT analysis of S group strategic control optimization. The fifth chapter is the thought and goal of S group strategic control optimization; the sixth chapter is the implementation path of S group strategic control optimization; the seventh chapter is the conclusion and prospect. This paper puts forward that strategic control of S Group should be changed from administrative decentralization to active governance, with "mother-son-sun" and "mother-matter-sub-control" as the main body, combing the relationship between the structure and reducing the management dimension. Simplifying the management procedure, shortening the management process, giving each operating unit the right to make decisions independently, constructing the "small management, big management" control pattern. S group is a typical local state-owned enterprise with strong characteristics of the times and industries. The complexity of its involvement in the field, the selection and application of strategic management and control mode and means of management and control in S Group, and the demonstration of relevant theoretical viewpoints of management and control theory in practice are not only of guiding significance to S Group, And it can provide a typical case for the group company strategic control theory, which is a challenging work for the scientific application of the control theory, and at the same time, in the current environment of China, To some extent, this study can enrich the corporate governance model of state-owned enterprises (group companies), and provide a scientific reference for the construction of strategic management and control system for the reform of state-owned enterprises.
【学位授予单位】：南昌大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F275;F279.26
本文编号：2128568
[Abstract]:In 2002, the S Group was authorized by the N Municipal Government of J Province to manage and operate the assets and shares of the former N Municipal Public Utilities Bureau of Public Transport, Water, Gas, Municipal Construction, Taxi and other companies. S Group seized the golden decade of rapid economic development in China. Realized the asset scale, the sale income, the profit grows rapidly, precipitates the local and even the national brand in the main industry. During the 12th Five-Year Plan period, the Group was in a period of rapid growth, and all economic indicators showed substantial growth. It won the title of the most growing enterprise in China, and was rated as "2A" enterprise by the credit rating agency. In the construction of corporate culture, won 37 awards above the provincial level, in 2015 ranked 179 in China's top 500 service industry. In the process of state-owned enterprises moving towards collectivization, socialization and internationalization, like other large state-owned enterprises, the S Group has revealed that the organizational system is not perfect, the control is not in place, the efficiency of resource allocation is not high, and the overall competitiveness is not strong. Especially in the aspect of strategic control, there are some problems in corporate governance, such as "management but not management", organizational structure "gathering but not group", control means "many but not excellent" and so on, which seriously restrict the sustainable and healthy development of S Group. The 13th Five-Year Plan period is not only an important period for our country to build a well-off society in an all-round way, comprehensively deepen the reform, comprehensively advance the rule of law, and comprehensively and harmoniously manage the strategic layout of the Party, but also is an important period for the transformation and upgrading of the S Group, which is becoming bigger and stronger. Advance into China's top 100 service enterprises, China's top 500 enterprises in the decisive period. Therefore, whether based on the national level, or local level of strategic management and control optimization is imperative. According to the development history, objective conditions, existing management and control mode and future development strategy of S Group, this paper applies relevant research and analysis methods through drawing lessons from the theory and practice of strategic management and control of S Group. This paper focuses on the implementation of strategic management and control of S Group in this round of SOE reform, puts forward suggestions and optimization measures in view of the existing problems and contradictions, and selects a more suitable control mode for the development of the Group in order to strengthen management and improve the effectiveness of management and control. The structure of this paper is divided into seven chapters, the first chapter is the introduction, the second chapter is the overview of the strategic control theory, the third chapter is the current situation of S Group strategic control, the fourth chapter is the SWOT analysis of S group strategic control optimization. The fifth chapter is the thought and goal of S group strategic control optimization; the sixth chapter is the implementation path of S group strategic control optimization; the seventh chapter is the conclusion and prospect. This paper puts forward that strategic control of S Group should be changed from administrative decentralization to active governance, with "mother-son-sun" and "mother-matter-sub-control" as the main body, combing the relationship between the structure and reducing the management dimension. Simplifying the management procedure, shortening the management process, giving each operating unit the right to make decisions independently, constructing the "small management, big management" control pattern. S group is a typical local state-owned enterprise with strong characteristics of the times and industries. The complexity of its involvement in the field, the selection and application of strategic management and control mode and means of management and control in S Group, and the demonstration of relevant theoretical viewpoints of management and control theory in practice are not only of guiding significance to S Group, And it can provide a typical case for the group company strategic control theory, which is a challenging work for the scientific application of the control theory, and at the same time, in the current environment of China, To some extent, this study can enrich the corporate governance model of state-owned enterprises (group companies), and provide a scientific reference for the construction of strategic management and control system for the reform of state-owned enterprises.
【学位授予单位】：南昌大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F275;F279.26
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