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论文编号：	10884
作者编号：	2220160844
上传时间：	2019/6/12 19:10:51
中文题目：	DL集团管控体系优化研究
英文题目：	Research on the optimization of DL Group''s management and control system
指导老师：	薛红志
中文关键字：	房地产企业；竞争战略；集团管控；价值链
英文关键字：	Real Estate Enterprises; Competitive Strategy; Group Control; Value Chain
中文摘要：	DL集团管控体系优化研究 摘 要 集团化是企业追求规模化经营的必由之路，也是企业追求更低成本和更高利益的必然选择，而集团管控又是确保企业实现集团化管理目标主要手段。合理恰当的集团管控，利于发挥集团优势，降低集团劣势，实现1加1大于2的效果。反之，错误不适合的集团管控可能会导致集团整体战略目标实现受阻，集团利益受损，甚至导致集团走向衰退和灭亡。 DL集团作为一家民营家族型房地产企业，以房地产开发和经营为主业，是一家非上市中小型房地产集团公司。其发展经历了房地产集团发展的每一步成长轨迹，具有较强的代表性。在国家整体宏观调控，经济结构转型升级，房地产行业竞争日趋白热化的背景下，我们对DL房地产集团公司的集团管控体系优化的案例研究，对于房地产行业的健康有序发展以及民营中小房地产企业的转型升级，具有举足轻重的实践意义。 本文全面系统梳理了国内外有关战略管理、集团管控等理论的最新研究成果，采用理论推演与实证分析相结合的研究方法，结合DL集团的实际情况，通过对DL集团的运营情况及其未来战略发展定位进行分析，找出与DL集团未来发展战略相匹配的集团管控模式，并梳理DL集团现在管理控制模式可能存在的问题，提出DL集团管控流程的优化方案。具体包括：重新定位集团公司的功能定位，进一步完善DL集团母公司与子公司的治理结构，明确各业务板块发展的战略方向，依据不同的业务板块对各子公司选取差异化的管控举措等。 DL集团管控体系优化设计方案主要包括： 1.集团公司在整个管控体系中的重新定位 集团公司应定位为战略决策中心、价值链优化整合中心、资本运营中心，数据信息支撑中心。 2.治理机制的进一步优化措施 （1）完善董事会运作机制 首先，需要进一步完善、规范董事会的运作机制。DL集团董事会应尽快完善“董事会议事规则”、“总裁办公会议事规则”，这2个是DL集团行使最高权力的会议，必须要做好权力的顶层设计，从制度层面对董事会、总裁办公会的管辖范围以及各自的职责与权限进行明确划分。除此之外，DL集团董事会内部已经建立了一些专业委员会，下一步可以继续提升这些专业化机构的管理职能。 （2）对子公司进行差异化的母子公司管控 首先，可以结合集团对子公司的持股比例与业务类别，确定对下属子公司派出董事的数量。其次，可以通过加强对DL集团房地产业务板块子公司的高管层的人事管理，进一步强化DL集团在房地产业务板块的管控力度。最后，应该进一步弱化公司现有的矩阵式组织架构。集团公司各业务部门按照整体管控目标定位，下一步要重点发挥战略决策中心、价值链优化整合中心、资本运营中心，数据信息支撑中心的职能，尽量不从业务部门直接向下属公司派出人员进入具体项目团队。 3.集团各业务板块的差异化管控措施 （1）房地产主业板块要加强战略管控 DL集团的企划部作用需要进一步加强，不但要制定集团整体的战略规划，还要将战略规划方案层层分解，落实到5家子公司，关注子公司战略实施过程并及时加以纠偏。 （2）针对价值链相关业务板块公司进行价值链管控 针对商业管理、物业管理业务板块的子公司进行价值链管控。由于商业管理、物业管理业务板块是处在房地产开发整体价值链的下游，DL集团要将房地产开发公司的业务与商业管理、物业管理业务有机的整合起来，积极拓展房屋租赁等新兴房地产业态。 （3）针对新兴业务领域公司保持财务管控 针对人工智能、科技研发、生物制药、旅游开发、文化传播等新兴业务领域的公司，保持财务管控，同时开始尝试运用基金的方式，加强对新兴业务板块的布局。 （4）通过差异化的绩效考核指标充分发挥多维度管控体系的作用 房地产主业板块的几家城市公司要依据DL集团整体战略规划需要与房地产主业布局要求，制定本单位的绩效目标，并报集团公司备案；同时，在实施本单位的绩效目标管理过程中，要及时将执行情况反馈到母公司。 商业管理、物业管理业务板块的子公司，按照价值链互补的原则，结合公司房地产主业发展需要，拟定本公司的绩效考核指标，经母公司审批通过后执行，也要及时将执行情况反馈到母公司。 人工智能、科技研发、生物制药、旅游开发、文化传播等新兴业务领域的子公司，依据DL集团下发的关键盈利能力方面的绩效指标，自由拟定本公司的各类绩效考核指标，并将执行情况及时反馈到母公司。 （5）统筹规划设计整体的人力资源体系 一是强化后备人才梯队建设。二是开展有针对性、差异化的培训活动。三是通过强化企业文化建设，形成DL集团整体的价值观，提升凝聚力。DL集团人力部门可以通过组织座谈、研讨、观摩等多种方式，加强对员工的企业文化建设，同时，通过组织丰富多彩的团建活动，提升员工对DL集团企业文化的认同感。 关键词：房地产企业；竞争战略；集团管控；价值链
英文摘要：	Research on the optimization of DL Group's management and control system Abstract Group is the only way for enterprises to pursue large-scale operation, and also the inevitable choice for enterprises to pursue lower costs and higher benefits. Group management and control is the main means to ensure that enterprises achieve the goal of group management. Correct group control is conducive to giving full play to the advantages of the group, reducing the disadvantages of the group, and achieving the effect of 1 plus 1 over 2. On the contrary, incorrect and inappropriate group control may hinder the realization of the group's overall strategic objectives, impair the interests of the group, and even lead to the decline and extinction of the group. DL Group, as a private family-owned real estate enterprise, is a small and medium-sized non-listed real estate group company with real estate development and operation as its main business. Its development has experienced every step of the development of the real estate group, and has a strong representative. Under the background of national macro-control, economic restructuring and upgrading, and the increasingly fierce competition in the real estate industry, our case study of DL Real Estate Group Company's group management and control system optimization is of great practical significance for the healthy and orderly development of the real estate industry and the transformation and upgrading of private small and medium-sized real estate enterprises. This thesis systematically combs the latest research results of the theories of strategic management and group management and control at home and abroad, combines theoretical deduction with empirical analysis, combines the actual situation of DL Group, through the analysis of DL Group's operation situation and its future strategic development orientation, finds out the group management and control mode that matches DL Group's future development strategy, and combs DL Group's future development strategy. The problems that may exist in the management and control mode of L Group are pointed out, and the optimization scheme of DL Group's management and control process is put forward. Specifically, it includes: re-positioning the functional orientation of the group company, further improving the governance structure of parent company and subsidiary company of DL Group, defining the strategic direction of the development of each business sector, selecting different management and control measures for each subsidiary company according to different business sectors, and so on. The optimal design scheme of DL Group's management and control system mainly includes: 1. Re-positioning of Group Company in the Whole Management and Control System. Group companies should be positioned as strategic decision-making center, value chain optimization and integration center, capital operation center and data information support center. 2. Further Optimizing Measures of Governance Mechanisms (1) Improving the operating mechanism of the board of directors First, we need to further improve and standardize the operation mechanism of the board of directors. The board of directors of DL Group should improve the "rules of procedure of the board of directors" and "rules of procedure of the president's office meeting" as soon as possible. These two meetings are the meetings where DL Group exercises its supreme power. It is necessary to design the top level of power and clearly divide the jurisdiction of the board of directors and the president's office as well as their respective responsibilities and powers from the institutional level. In addition, some professional committees have been set up within the board of directors of DL Group. The next step is to continue to improve the management functions of these specialized organizations. (2) Management and control of parent and subsidiary companies in differentiation Firstly, the number of directors dispatched to subsidiary companies can be determined according to the proportion of the group's shares in subsidiary companies and the types of business. Secondly, we can further strengthen the management and control of DL Group in the real estate business sector by strengthening the personnel management of the senior management of DL Group's real estate business subsidiary. Finally, the existing matrix organizational structure of the company should be further weakened. In accordance with the overall management and control objectives, the business departments of the group company should focus on the functions of strategic decision-making center, value chain optimization and integration center, capital operation center and data information support center, and try not to send personnel directly from business departments to subordinate companies into specific project teams. 3. Differentiated management and control measures for each business sector of the Group (1) Strengthen the Strategic Control of the Main Real Estate Sector The role of the planning department of DL Group needs to be further strengthened. It is necessary not only to formulate the overall strategic plan of the Group, but also to decompose the strategic plan into five subsidiaries, pay attention to the implementation process of the subsidiary strategy and correct the deviation in time. (2) Value chain management and control for value chain related business sector companies Value chain control is carried out for subsidiaries of commercial management and property management business sectors. As the business sector of commercial management and property management is in the downstream of the overall value chain of real estate development, DL Group should integrate the business of real estate development company with business management and property management, and actively expand the new real estate industry such as housing leasing. (3) Maintaining financial control for companies in emerging business areas For companies in emerging business areas such as artificial intelligence, scientific and technological research and development, biopharmaceuticals, tourism development, and cultural communication, financial control is maintained. At the same time, companies are trying to use funds to strengthen the layout of emerging business sectors. (4) Give full play to the role of multi-dimensional management and control system through differentiated performance appraisal indicators Several city companies in the main sector of real estate should formulate their own performance objectives according to the overall strategic planning needs of DL Group and the layout requirements of the main industry of real estate, and report them to the group company for the record. At the same time, in the process of implementing the performance objectives management of the unit, they should timely feedback the implementation to the parent company. Subsidiaries of the business sector of business management and property management, in accordance with the principle of complementary value chain and the development needs of the company's main real estate industry, formulate performance appraisal indicators of the company, which shall be carried out after approval by the parent company, and feedback the implementation to the parent company in time. Subsidiaries in new business areas such as artificial intelligence, scientific and technological research and development, biopharmaceuticals, tourism development, cultural communication, etc. are free to formulate various performance evaluation indicators of the company based on the performance indicators of key profitability issued by DL Group, and feedback the implementation to the parent company in time. (5) Overall planning and design of the overall human resources system First, we should strengthen the construction of reserve personnel echelon. Second, carry out targeted and differentiated training activities. Thirdly, through strengthening the construction of corporate culture, forming DL Group's overall values and enhancing cohesion. The Human Resources Department of DL Group can strengthen the construction of enterprise culture for employees by organizing discussions and observation, and at the same time, enhance the employees'recognition of enterprise culture of DL Group by organizing varied group building activities. Key words：Real Estate Enterprises; Competitive Strategy; Group Control; Value Chain
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