本文選題：LY集團(tuán)　切入點(diǎn)：母子公司　出處：《山東大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：筆者在一家民營(yíng)房地產(chǎn)企業(yè)集團(tuán)——LY集團(tuán)從業(yè)十年,深刻感受到市場(chǎng)環(huán)境變化、行業(yè)競(jìng)爭(zhēng)加劇,民營(yíng)房地產(chǎn)企業(yè)的生存狀態(tài)已經(jīng)不容樂(lè)觀。隨著近年來(lái)房地產(chǎn)行業(yè)的高速發(fā)展,我國(guó)大量的房地產(chǎn)企業(yè)進(jìn)行了大規(guī)�？鐓^(qū)域擴(kuò)張,房地產(chǎn)行業(yè)也出現(xiàn)了產(chǎn)業(yè)集中度提高、結(jié)構(gòu)優(yōu)化、開(kāi)發(fā)規(guī)模趨大的發(fā)展態(tài)勢(shì),我國(guó)房地產(chǎn)開(kāi)發(fā)企業(yè)的規(guī)模化、集團(tuán)化的步伐大大加快；“企業(yè)集團(tuán)”的形式在中國(guó)民營(yíng)房地產(chǎn)行業(yè)中成為最普遍的壯大模式。企業(yè)集團(tuán)的概念起源于十九世紀(jì)末二十世紀(jì)初的歐美國(guó)家,是現(xiàn)代企業(yè)的高級(jí)組織形式。目前“企業(yè)集團(tuán)”是我國(guó)企業(yè)界、政府部門廣為運(yùn)用的概念之一,從企業(yè)形成過(guò)程來(lái)看,它是在企業(yè)規(guī)模擴(kuò)大、業(yè)務(wù)范圍擴(kuò)展、組織形式向現(xiàn)代公司制發(fā)展的基礎(chǔ)上建立起來(lái)的。 作為從業(yè)者,筆者也清楚的看到：目前我國(guó)的民營(yíng)房地產(chǎn)企業(yè)一般強(qiáng)于經(jīng)營(yíng)而不善于管理；但是以前那種“粗放式”的管理已經(jīng)不能適應(yīng)發(fā)展的需要。對(duì)企業(yè)集團(tuán)管控的研究核心就是“母子公司管控”。母子公司管控的目標(biāo)就是：協(xié)調(diào)企業(yè)集團(tuán)內(nèi)各成員企業(yè)的關(guān)系,最終實(shí)現(xiàn)企業(yè)集團(tuán)達(dá)到預(yù)期的規(guī)模經(jīng)濟(jì)、范圍經(jīng)濟(jì)、速度經(jīng)濟(jì)和網(wǎng)絡(luò)經(jīng)濟(jì)的目標(biāo),從而實(shí)現(xiàn)企業(yè)集團(tuán)整體的最優(yōu)化。 據(jù)此,筆者以所供職的LY集團(tuán)為案例,采用文獻(xiàn)研究法,整理了國(guó)內(nèi)外理論界對(duì)于母子公司、管控及其相關(guān)概念；采用案例分析法,梳理了LY集團(tuán)不同階段的管控模式、并對(duì)照理論進(jìn)行分析；還采用了比較分析法,在分析LY集團(tuán)的基礎(chǔ)上,還將中國(guó)民營(yíng)房地產(chǎn)企業(yè)集團(tuán)的標(biāo)桿——萬(wàn)科集團(tuán)不同時(shí)期的管控模式加以比對(duì)分析。 通過(guò)以上分析研究,筆者發(fā)現(xiàn)：相同的制度并不一定形成統(tǒng)一的結(jié)果,與公司的發(fā)展階段、經(jīng)營(yíng)班子的能力、團(tuán)隊(duì)的磨合程度等主觀因素也有很大關(guān)系。在上述研究基礎(chǔ)上,筆者結(jié)合LY集團(tuán)的實(shí)際情況,對(duì)LY集團(tuán)的管控模式提出了優(yōu)化設(shè)計(jì)方案；并且認(rèn)為,對(duì)于一個(gè)企業(yè)集團(tuán)、尤其是中國(guó)當(dāng)今的民營(yíng)房地產(chǎn)企業(yè)集團(tuán),母公司不是對(duì)所有的子公司必須采取一種管控模式,完全可以“因地制宜”在大原則不變的前提下,根據(jù)項(xiàng)目的具體情況、人員配置條件以及其他可能的實(shí)際因素,對(duì)不同的公司采取不同的管控模式。
[Abstract]:The author has been working in a private real estate enterprise group, LY Group for ten years, and has been deeply aware of the changes in the market environment, the intensification of competition in the industry, and the living state of the private real estate enterprises. With the rapid development of the real estate industry in recent years, A large number of real estate enterprises in China have carried out large-scale cross-regional expansion, and the real estate industry has also appeared the development trend of industrial concentration, structural optimization, and development scale, and the scale of real estate development enterprises in our country. The pace of collectivization has been greatly accelerated, and the form of "enterprise group" has become the most common mode of expansion in China's private real estate industry. The concept of enterprise group originated in Europe and the United States at the end of 19th century and the beginning of 20th century. At present, "enterprise group" is one of the concepts widely used by enterprises and government departments in our country. Judging from the forming process of enterprises, it is in the expansion of enterprise scale and the expansion of business scope. The organizational form is established on the basis of the development of the modern corporate system. As practitioners, I also clearly see: at present, private real estate enterprises in our country are generally better than management, but not good at management; However, the "extensive" management of the past can no longer meet the needs of development. The core of the research on enterprise group control is "parent-subsidiary control". The goal of parent-subsidiary control is to coordinate the relations among the enterprises that are members of the enterprise group. Finally, the enterprise group achieves the expected goals of economies of scale, scope economy, speed economy and network economy, so as to realize the optimization of the enterprise group as a whole. Accordingly, the author takes the LY Group as a case study, using literature research method, collates the domestic and foreign theoretical circle for the parent and subsidiary companies, management and control and related concepts; using case analysis, combing the different stages of LY Group management and control model, On the basis of the analysis of LY Group, this paper compares and analyzes the management and control modes of the bench-Vanke Group in different periods of China's private real estate enterprise group. Through the above analysis and research, the author finds that the same system does not necessarily form a unified result, and it is also related to the subjective factors such as the development stage of the company, the ability of the management team, the degree of team running-in and so on. Combined with the actual situation of LY Group, the author puts forward the optimal design scheme of LY Group's management and control mode, and thinks that, for an enterprise group, especially the private real estate enterprise group in China today, The parent company is not required to adopt a mode of control for all its subsidiaries. It can "adapt measures to local conditions", depending on the specific conditions of the project, staffing conditions and other possible practical factors, on the premise that the major principles remain unchanged. Adopt different control modes for different companies.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272;F299.233.4

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本文編號(hào)：1641399