A建筑有限公司治理結(jié)構(gòu)優(yōu)化研究
發(fā)布時(shí)間：2019-02-21 09:31
【摘要】：改革開放以來,經(jīng)過30多年的發(fā)展,民營(yíng)經(jīng)濟(jì)已經(jīng)成為我國(guó)經(jīng)濟(jì)的重要組成部分,在拉動(dòng)經(jīng)濟(jì)增長(zhǎng)、推動(dòng)轉(zhuǎn)型升級(jí)、促進(jìn)市場(chǎng)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(yíng)企業(yè)還將會(huì)迎來更多的發(fā)展機(jī)遇。然而,伴隨著發(fā)展,民營(yíng)企業(yè)遇到了諸多挑戰(zhàn),面臨著一些“成長(zhǎng)的煩惱”。一是我國(guó)民營(yíng)企業(yè)產(chǎn)生的歷史、成長(zhǎng)的時(shí)間都較短,管理知識(shí)及經(jīng)驗(yàn)不足,資金實(shí)力比較薄弱,經(jīng)營(yíng)規(guī)模不大,在發(fā)展過程中容易夭折。二是我國(guó)的民營(yíng)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(quán)過于集中,“一股獨(dú)大”;所有權(quán)與經(jīng)營(yíng)權(quán)不分,內(nèi)部控制不合理;排斥非家族人才;激勵(lì)約束機(jī)制欠缺等,影響和制約公司的進(jìn)一步發(fā)展壯大。三是隨著企業(yè)規(guī)模的擴(kuò)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。“打鐵還需自身硬”,對(duì)民營(yíng)企業(yè)來說,建立起規(guī)范有效的現(xiàn)代公司治理結(jié)構(gòu),提升自身實(shí)力,進(jìn)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(duì)象,探討如何構(gòu)建一個(gè)健康的、符合企業(yè)目前發(fā)展?fàn)顩r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(yùn)營(yíng)發(fā)展良好,但其家族治理模式給企業(yè)的進(jìn)一步發(fā)展帶來了桎梏。例如:產(chǎn)權(quán)結(jié)構(gòu)明晰,但股權(quán)相對(duì)集中;所有權(quán)與經(jīng)營(yíng)權(quán)沒有完全分離,“家族”與“企業(yè)”混淆不分;家長(zhǎng)集權(quán)式管理,缺乏有效的監(jiān)督和制衡機(jī)制;激勵(lì)約束機(jī)制不健全,未合理利用職業(yè)經(jīng)理人市場(chǎng),人才流動(dòng)頻繁;缺乏科學(xué)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(shí),借鑒英美、德日、東南亞國(guó)家的公司治理模式以及我國(guó)公司治理模式,對(duì)完善A建筑有限公司公司治理模式做了設(shè)想,從股權(quán)結(jié)構(gòu)、組織結(jié)構(gòu)、激勵(lì)機(jī)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(shí)內(nèi)部各項(xiàng)規(guī)章制度、建立包容開放的企業(yè)文化、完善科學(xué)的決策機(jī)制、引入外部治理方式四個(gè)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(jié)構(gòu)模式,代表了對(duì)民營(yíng)企業(yè)家族治理模式的考察,并針對(duì)A建筑有限公司提出了優(yōu)化治理方案。希望可以為我國(guó)民營(yíng)企業(yè)在進(jìn)一步完善其公司治理結(jié)構(gòu),促進(jìn)其科學(xué)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(xué)位授予單位】：鄭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.92;F271
本文編號(hào)：2427426
[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(xué)位授予單位】：鄭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.92;F271
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，本文編號(hào)：2427426
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