【摘要】：隨著世界經(jīng)濟(jì)結(jié)構(gòu)的改變,越來越多的國際企業(yè)到華投資經(jīng)營,在全國經(jīng)濟(jì)增長步幅放緩的前提下,東北地區(qū)的一些外資注資的小型企業(yè)受到了較大的沖擊,經(jīng)過一代人的打拼,家族式企業(yè)在高層管理者的傳承方面暴露了非常多的問題,包括高層管理者的選拔機(jī)制和培養(yǎng)方法等問題,目前國內(nèi)大中型企業(yè)尚未有完善的權(quán)力傳承的標(biāo)準(zhǔn),對待高層管理者的選拔標(biāo)準(zhǔn)更是模糊,而且風(fēng)險意識比較淡薄,所以在高層管理者的培養(yǎng)方向上沒有預(yù)斷的能力,甚至包括萬達(dá)老總王健林也對自己的企業(yè)未來歸屬和傳承也感到迷茫。由于國內(nèi)相關(guān)繼承人的評選標(biāo)準(zhǔn)的案例較少,并且業(yè)界內(nèi)始終無法有統(tǒng)一的關(guān)于高層管理者的選拔和培養(yǎng)的規(guī)范標(biāo)準(zhǔn),導(dǎo)致領(lǐng)域比較空白,為此搜集大量文獻(xiàn)資料篩選出比較權(quán)威的規(guī)范標(biāo)準(zhǔn)。針對于以上的問題,特選哈爾濱美龍達(dá)科技發(fā)展有限公司所面臨的傳承問題作為案例,案例中的企業(yè)屬于小型企業(yè)并且由美方注資,案例有典型性研究價值,企業(yè)內(nèi)部沒有第二代血緣直系親屬,所以面對權(quán)力傳承方面有較多的選擇,但也因此出現(xiàn)較多問題,面對企業(yè)內(nèi)部人選拔高層管理者困境,對本案例進(jìn)行深入研究,對幾個候選高層管理者的選拔方案提出建議,對高層管理者的培養(yǎng)提出自己的方案,經(jīng)過模型對比篩選得出相對較優(yōu)的執(zhí)行方案,在服務(wù)行業(yè)蕭條的東北地區(qū),類似的小微企業(yè)比較多,尤其是企業(yè)創(chuàng)始人子女不在身邊并且不想接班的案例比比皆是,并且一旦無人接班將面臨企業(yè)倒閉的局面,為此只能從家族或企業(yè)內(nèi)外部選擇繼承人,本文可以為相似的企業(yè)提供的參考和借鑒。
[Abstract]:With the change of the world economic structure, more and more international enterprises are investing in China. On the premise of slowing down the pace of economic growth throughout the country, some small enterprises funded by foreign capital in the Northeast region have suffered a great impact. After a generation of efforts, family enterprises have exposed a lot of problems in the inheritance of senior managers, including the selection mechanism and training methods of senior managers. At present, large and medium-sized enterprises in China have no perfect standards of power inheritance, the selection criteria for senior managers are even more vague, and their risk awareness is relatively weak. Therefore, there is no predictive ability in the direction of training senior managers. Even Wanda Chief Wang Jianlin for their own future ownership and inheritance is also confused. As there are fewer cases of selection criteria for domestic related successors, and there is no uniform standard for the selection and training of senior managers in the industry, this has led to a relatively blank field. For this reason, collect a large number of literature materials to screen the more authoritative normative standards. In view of the above problems, the inheritance problem faced by Harbin Melongda Science and Technology Development Co., Ltd. is selected as a case study. The enterprise in the case belongs to a small enterprise and is funded by the United States. The case has typical research value. There are no second-generation blood relatives in the enterprise, so there are more choices in power transmission, but there are many problems, facing the dilemma of selecting senior managers, this case is deeply studied. This paper puts forward some suggestions for the selection of several candidates for senior management, and puts forward its own plan for the training of senior managers. Through model comparison and screening, a relatively superior executive plan is obtained. In the service industry, the Northeast region is depressed. There are more small and micro businesses of this kind, especially where the founder's children are absent and do not want to take over, and if no one takes over they will face the prospect of a business closing down, so they can only choose their successors from the family or from the outside of the business. This paper can provide reference and reference for similar enterprises.
【學(xué)位授予單位】：哈爾濱理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F49;F272.92

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