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论文编号：	10311
作者编号：	2220160903
上传时间：	2018/12/5 20:53:13
中文题目：	深圳JTK公司治理优化研究
英文题目：	Research on corporate governance optimiza-tion of shenzhen JTK
指导老师：	张耀伟
中文关键字：	公司治理；股权变革；民营中小型企业；治理结构；治理机制
英文关键字：	corporate governance；Equity reform；Private smes；Governance structure；Governance mechanism
中文摘要：	自改革开放40年以来，民营企业获得了充分的发展，与国营、外资三分天下有其一。特别是企业法人的数量，已经远超国营与外资企业数量。例如改革开放的前沿地区深圳，民营企业数量已经达到一百八十多万家，占比90%以上, 是经济发展和科技创新的主要力量。作为企业法人数量众多的民营企业，其创业之初面临的第一个问题，就是如何建立股权。但如何分配股东未来的权利，责任和义务，并没有一个统一的股权结构设计。一般早期股权设计非常简单，往往股东非亲即友，董事长与总经理合二为一，公司治理与公司管理混为一谈。当企业逐步发展时，就会出现各种公司治理方面的问题，如出现利益分配不均,发展方向不一致,股东与创业人员对各自作用和贡献的认可度不一致。导致企业出现各种危机，经常上演三国演义，轻则影响发展，重则严重对立，导致企业分裂、倒闭。而公司治理结构和机制的完善，特别是股权机制的完善，是利益分配和再分配的的有效调整手段，是企业渡过危机，走向稳定发展的重要保障。本文通过对深圳JTK公司治理的实践，结合理论研究探索出一条民营中小企业股权结构的优化新路，从少数个人持股向内部多股东集体持股演变，最终实现全员持股。从而将股权结构优化和高管及骨干人员的激励有机地结合起来，成为最具竞争力的现代企业，实现企业的股权更替有序，基业常青。这是JTK公司治理股权优化的目标。是类似于JTK公司的非上市中小型民营企业长期稳定发展的必由之路。作为中小型的有限责任公司，除了合资之外，还要合人。就是说，股东不仅仅是一个投资者，更应该是一个有共同事业追求的合作伙伴。通过优化高管骨干人员的激励，与股东预备团队的培养结合起来，逐步调整股东人员的组成，强化董事会的功能，是公司治理优化成功的关键策略
英文摘要：	Since 40 years since the reform and opening up, private enterprises to obtain the full development, and the state, foreign three points such as the world has one. Espe-cially the number of enterprises as legal persons, already far exceeds the number of state-owned and foreign companies. For example, in the forefront of reform and opening up, shenzhen has reached more than one hundred and eighty, the number of private enterprises accounted for more than 90%, as a large number of enterprise legal person of private enterprises, the entrepreneurship at the beginning of the first prob-lems, how to build, how to divide the shareholders the right of the future, the respon-sibility and obligation, do not have a reasonable equity structure design. Average eq-uity early design is very simple. Often shareholders not close friends, chairman and general manager, corporate governance and corporate management. When the enter-prise develops, there will be a variety of corporate governance issues, appear uneven distribution of interests, development direction, shareholders and business personnel about their role and contribution of recognition, The improvement of the corporate governance mechanism, especially the equity mechanism, is an effective means of adjustment for benefit distribution and redistribution, and an important guarantee for enterprises to overcome the crisis and move towards stable development. Through the practice of corporate governance of shenzhen JTK company and combined with theoretical research, this paper explores a private enterpriseThe reform and optimization of the shareholding structure of small enterprises has evolved from the minority individual shareholding to the internal multi-shareholder collective shareholding.In the end, all employees can hold shares, so as to combine the optimization of shareholding structure with the incentives of senior executives and key personnel organicallyRise, become the most competitive modern enterprise, the realization enterprise's equity replacement orderly, the foundation industry evergreen, this isThe goal of JTK corporate governance equity reform is similar to JTK private companiesStage stable development of the only way. As small and medium-sized company, in addition to the joint venture, but also people. That is to say, the shareholders is not merely an investor, should be more is a common career partner. By optimizing the executives backbone personnel incentives, combined with shareholders the cultivation of the reserve team, gradually adjust the personnel composition of the shareholders, strengthen the function of the board of directors, is a key to the success of corporate governance optimization strategy
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