【摘要】：S集團(tuán)2002年由J省N市政府授權(quán),管理運(yùn)營(yíng)原N市政公用局下屬公交、水業(yè)、燃?xì)�、市政建設(shè)、出租汽車等公司的資產(chǎn)與股權(quán)。S集團(tuán)抓住中國(guó)經(jīng)濟(jì)高速發(fā)展的黃金十年,實(shí)現(xiàn)了資產(chǎn)規(guī)模、銷售收入、利潤(rùn)快速增長(zhǎng),在主業(yè)沉淀了本土乃至全國(guó)的品牌�！笆濉逼陂g,集團(tuán)處于高速增長(zhǎng)階段,各項(xiàng)經(jīng)濟(jì)指標(biāo)均呈現(xiàn)大幅增長(zhǎng),獲得了中國(guó)最具成長(zhǎng)性企業(yè)稱號(hào),被信用評(píng)級(jí)機(jī)構(gòu)評(píng)為“2A+”企業(yè),在企業(yè)文化建設(shè)等方面獲得省級(jí)以上獎(jiǎng)項(xiàng)共37項(xiàng),2015年位列中國(guó)服務(wù)業(yè)500強(qiáng)第179位。在國(guó)有企業(yè)向集團(tuán)化、社會(huì)化、國(guó)際化邁進(jìn)的過(guò)程中,S集團(tuán)與其他大型國(guó)有企業(yè)一樣,暴露出組織制度不健全、管控不到位、資源配置效率不高、整體競(jìng)爭(zhēng)力不強(qiáng),尤其是在在戰(zhàn)略管控方面,存在著公司治理“管而不治”、組織架構(gòu)“集而不團(tuán)”、管控手段“多而不優(yōu)”等問(wèn)題,嚴(yán)重制約著S集團(tuán)的可持續(xù)健康發(fā)展�！笆濉睍r(shí)期,既是我國(guó)全面建成小康社會(huì)、全面深化改革、全面推進(jìn)依法治國(guó)、全面從嚴(yán)治黨戰(zhàn)略布局協(xié)調(diào)推進(jìn)的重要時(shí)期,也是S集團(tuán)轉(zhuǎn)型升級(jí)、做大做強(qiáng),挺進(jìn)中國(guó)服務(wù)業(yè)企業(yè)100強(qiáng)、中國(guó)企業(yè)500強(qiáng)的決勝期。因此無(wú)論是立足于國(guó)家層面,還是本土層面,S集團(tuán)的戰(zhàn)略管控優(yōu)化都勢(shì)在必行。本文根據(jù)S集團(tuán)的發(fā)展歷程、客觀條件,以及現(xiàn)有的管控方式和未來(lái)發(fā)展戰(zhàn)略,通過(guò)借鑒集團(tuán)公司戰(zhàn)略管控的理論與實(shí)踐活動(dòng),運(yùn)用相關(guān)研究分析方法,重點(diǎn)研究在此輪國(guó)企改革中關(guān)于S集團(tuán)的戰(zhàn)略管控實(shí)施情況,針對(duì)存在的問(wèn)題和矛盾提出建議和優(yōu)化措施,選擇更加適合集團(tuán)發(fā)展的管控模式,以加強(qiáng)管理,提高管控實(shí)效。本文在結(jié)構(gòu)上共分為七章,其中第一章為導(dǎo)論;第二章為集團(tuán)公司戰(zhàn)略管控理論概述;第三章為S集團(tuán)戰(zhàn)略管控的現(xiàn)狀分析;第四章為S集團(tuán)戰(zhàn)略管控優(yōu)化的SWOT分析;第五章為S集團(tuán)戰(zhàn)略管控優(yōu)化的思路和目標(biāo);第六章為S集團(tuán)戰(zhàn)略管控優(yōu)化的實(shí)施路徑;第七章為結(jié)論與展望。本文提出S集團(tuán)戰(zhàn)略管控應(yīng)由行政分權(quán)型轉(zhuǎn)變?yōu)榉e極治理型,以“母-子-孫”和“母-事-子”的三層級(jí)管控架構(gòu)為主體,梳理架構(gòu)間的關(guān)系,降低管理維度,簡(jiǎn)化管理程序,縮短管理流程,給予各經(jīng)營(yíng)單位自主決策權(quán),構(gòu)建“小管理、大經(jīng)營(yíng)”的管控格局。S集團(tuán)是典型的地方性國(guó)有企業(yè),具備強(qiáng)烈的時(shí)代特點(diǎn)和行業(yè)特征,其涉足領(lǐng)域的復(fù)雜性,本文對(duì)S集團(tuán)戰(zhàn)略管控模式的和管控手段的選擇運(yùn)用,從實(shí)踐上論證管控理論的相關(guān)理論觀點(diǎn),不僅對(duì)S集團(tuán)具有指導(dǎo)意義,而且能夠?yàn)榧瘓F(tuán)公司戰(zhàn)略管控理論提供典型的案例,對(duì)于管控理論的科學(xué)應(yīng)用是一項(xiàng)具有挑戰(zhàn)性的工作,同時(shí)在中國(guó)當(dāng)前環(huán)境下,本研究能夠在一定程度上豐富國(guó)有企業(yè)(集團(tuán)公司)企業(yè)治理模式,為國(guó)有企業(yè)改革提供戰(zhàn)略管控體系建設(shè)的科學(xué)參考。
[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.
【學(xué)位授予單位】：南昌大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F275;F279.26

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