【摘要】：改革開放以來,經(jīng)過30多年的發(fā)展,民營經(jīng)濟已經(jīng)成為我國經(jīng)濟的重要組成部分,在拉動經(jīng)濟增長、推動轉型升級、促進市場化改革、吸納城鄉(xiāng)居民就業(yè)的等方面發(fā)揮著重要的作用。黨的十八大之后,隨著改革的不斷深入,民營企業(yè)還將會迎來更多的發(fā)展機遇。然而,伴隨著發(fā)展,民營企業(yè)遇到了諸多挑戰(zhàn),面臨著一些“成長的煩惱”。一是我國民營企業(yè)產(chǎn)生的歷史、成長的時間都較短,管理知識及經(jīng)驗不足,資金實力比較薄弱,經(jīng)營規(guī)模不大,在發(fā)展過程中容易夭折。二是我國的民營企業(yè)中絕大部分屬于家族企業(yè),隨著企業(yè)的發(fā)展,家族式管理的弊端也逐漸暴露出來,股權過于集中,“一股獨大”;所有權與經(jīng)營權不分,內(nèi)部控制不合理;排斥非家族人才;激勵約束機制欠缺等,影響和制約公司的進一步發(fā)展壯大。三是隨著企業(yè)規(guī)模的擴大,企業(yè)在創(chuàng)立初期所建立的治理模式越來越不適合企業(yè)的發(fā)展,企業(yè)的發(fā)展陷入瓶頸�！按蜩F還需自身硬”,對民營企業(yè)來說,建立起規(guī)范有效的現(xiàn)代公司治理結構,提升自身實力,進行有效的內(nèi)部管理就顯得尤為重要了。本文以A建筑有限公司的公司治理問題為研究對象,探討如何構建一個健康的、符合企業(yè)目前發(fā)展狀況的公司治理模式。A建筑有限公司是一家家族企業(yè),雖然公司目前運營發(fā)展良好,但其家族治理模式給企業(yè)的進一步發(fā)展帶來了桎梏。例如:產(chǎn)權結構明晰,但股權相對集中;所有權與經(jīng)營權沒有完全分離,“家族”與“企業(yè)”混淆不分;家長集權式管理,缺乏有效的監(jiān)督和制衡機制;激勵約束機制不健全,未合理利用職業(yè)經(jīng)理人市場,人才流動頻繁;缺乏科學的管理制度,沒有形成良好的企業(yè)文化。本文在深入分析A建筑有限公司存在這些問題的同時,借鑒英美、德日、東南亞國家的公司治理模式以及我國公司治理模式,對完善A建筑有限公司公司治理模式做了設想,從股權結構、組織結構、激勵機制三方面提出了完善其公司治理的優(yōu)化方案,并從完善落實內(nèi)部各項規(guī)章制度、建立包容開放的企業(yè)文化、完善科學的決策機制、引入外部治理方式四個方面提出了保障措施。本文系統(tǒng)地分析了A建筑有限公司治理結構模式,代表了對民營企業(yè)家族治理模式的考察,并針對A建筑有限公司提出了優(yōu)化治理方案。希望可以為我國民營企業(yè)在進一步完善其公司治理結構,促進其科學化發(fā)展方面提供一定的借鑒。
[Abstract]:Since the reform and opening up, after more than 30 years of development, the private economy has become an important part of China's economy. It is promoting economic growth, promoting transformation and upgrading, and promoting market-oriented reform. Absorption of urban and rural residents employment and other aspects of play an important role. After the 18th Party Congress, with the deepening of reform, private enterprises will usher in more development opportunities. However, with the development, private enterprises are confronted with many challenges and growing pains. The first is the history of the private enterprises in our country, the growing time is short, the management knowledge and experience is insufficient, the capital strength is relatively weak, the management scale is not big, and it is easy to die in the development process. Second, the majority of the private enterprises in our country belong to the family enterprises. With the development of the enterprises, the malpractice of the family management is gradually exposed, the ownership is too centralized, the ownership is independent of the management right, and the internal control is unreasonable. Exclusion of non-family talents and lack of incentive and restraint mechanism influence and restrict the further development and growth of the company. Third, with the expansion of the enterprise scale, the governance model established by the enterprise in the initial stage is more and more unsuitable for the development of the enterprise, and the development of the enterprise falls into a bottleneck. "good blacksmiths are needed to make good steel". For private enterprises, it is very important to set up a standard and effective modern corporate governance structure, to enhance their own strength and to carry out effective internal management. This paper takes the corporate governance of A Construction Co., Ltd. as the research object, discusses how to construct a healthy corporate governance model which is in line with the current development of the enterprise. A Construction Co., Ltd. is a family enterprise. Although the company's current operation and development is good, its family governance model has brought shackles to the further development of the enterprise. For example: the property right structure is clear, but the stock right is relatively centralized; the ownership and the management right are not completely separated, the "family" and the "enterprise" are confused, the parental centralized management lacks the effective supervision and the check and balance mechanism; The incentive and restraint mechanism is not perfect, the professional manager market is not used reasonably, the talents flow frequently, the scientific management system is lacking, and the good enterprise culture is not formed. This paper, while deeply analyzing these problems in A Construction Co., Ltd., draws lessons from the corporate governance models of Anglo-American, German-Japanese and Southeast Asian countries as well as our country's corporate governance model, and makes a tentative plan to perfect the corporate governance model of A Construction Co., Ltd. From three aspects of ownership structure, organizational structure and incentive mechanism, this paper puts forward the optimization scheme of perfecting its corporate governance, and from the aspects of perfecting the implementation of internal rules and regulations, establishing an inclusive and open enterprise culture, and perfecting scientific decision-making mechanism. Four aspects of the introduction of external governance measures are put forward. This paper systematically analyzes the governance structure model of A Construction Co., Ltd., represents the investigation of the family governance model of private enterprises, and puts forward an optimized governance scheme for A Construction Co., Ltd. It is hoped that it can be used for reference by private enterprises in further improving their corporate governance structure and promoting their scientific development.
【學位授予單位】：鄭州大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F426.92;F271

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