本文關(guān)鍵詞：L集團(tuán)管控模式設(shè)計(jì)　出處：《天津大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 民營企業(yè) 集團(tuán)管控 管控模式 集權(quán)分權(quán) 有效管理

【摘要】：改革開放30多年來，我國社會(huì)主義市場經(jīng)濟(jì)體制改革已經(jīng)進(jìn)入了深水區(qū)。在中國民營經(jīng)濟(jì)發(fā)展過程中，憑借著創(chuàng)業(yè)元老們的努力，很多民營企業(yè)發(fā)展迅速，管理規(guī)模也迅速壯大，有的甚至做成了跨國企業(yè)集團(tuán)。但在企業(yè)管理方面，還遠(yuǎn)遠(yuǎn)未能建立起系統(tǒng)及科學(xué)化的管理體系，抑制了民營企業(yè)的發(fā)展空間，阻礙了民營企業(yè)的發(fā)展。 從集團(tuán)管控的角度來看，目前國內(nèi)民營企業(yè)家在這方面經(jīng)驗(yàn)不足，對(duì)于集權(quán)或放權(quán)的力度把握不到位是較為普遍的現(xiàn)象。一種情況是過度集權(quán)，企業(yè)家事必躬親，這對(duì)于一個(gè)規(guī)模小的企業(yè)可以說是一種高效的管理模式，但在企業(yè)發(fā)展到集團(tuán)規(guī)模，如果企業(yè)的一把手依然大小事務(wù)親自過問并做決定，不但效率低下，而且會(huì)在相當(dāng)程度上干擾下屬公司的日常經(jīng)營并削弱了下屬公司管理者的工作積極性和成就感。另一種情況是過度放權(quán)，集團(tuán)總部對(duì)下屬公司缺乏有效的監(jiān)控機(jī)制，集團(tuán)與下屬公司內(nèi)部聯(lián)結(jié)紐帶非常脆弱，事實(shí)上是一種若即若離的關(guān)系，這種情況往往造成下屬公司“各自為政”的局面。國內(nèi)某食品企業(yè)就是個(gè)典型的例子，當(dāng)該公司從一家單體企業(yè)迅速發(fā)展為具有較大規(guī)模、并在全國各地?fù)碛卸嗉曳止镜募瘓F(tuán)性企業(yè)后，老板認(rèn)為自己一個(gè)人管不了這么多分公司，于是任命公司的幾位創(chuàng)業(yè)元老每人各管幾個(gè)分公司，但又沒有對(duì)他們的權(quán)力進(jìn)行規(guī)范約束，最后每個(gè)子公司在管理上各有一套體制，相互之間又互不溝通協(xié)調(diào)，在集團(tuán)內(nèi)形成“割據(jù)”之勢，總部管控失控，集團(tuán)公司形同虛設(shè)，業(yè)務(wù)發(fā)展受到嚴(yán)重影響。 可見，當(dāng)面對(duì)龐大的企業(yè)集團(tuán)，如何對(duì)下屬分、子公司進(jìn)行有效管理和控制，整合總部的資源為其服務(wù)，同時(shí)不能一抓就死、一放就亂，，并不是一個(gè)簡單的問題。如果處理不好，對(duì)于公司的長期發(fā)展會(huì)埋下巨大的隱患。 本文利用管控模型對(duì)案例企業(yè)進(jìn)行管理控制系統(tǒng)設(shè)計(jì)，并界定了組織權(quán)責(zé)界面、組織架構(gòu)，并利用崗位價(jià)值評(píng)估模型對(duì)核心崗位進(jìn)行評(píng)估，編寫核心崗位職責(zé)說明書，最后建立案例企業(yè)的勝任力素質(zhì)模型對(duì)核心崗位的人員評(píng)價(jià)和引進(jìn)進(jìn)行應(yīng)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.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F299.233.4

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