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论文编号：	13632
作者编号：	2320200509
上传时间：	2022/12/5 12:53:20
中文题目：	ND集团管控模式优化研究
英文题目：	Research on the Optimization of ND Group`s Management and Control Mode
指导老师：	武立东
中文关键字：	国有企业集团;集团管控;管控模式;融资平台公司
英文关键字：	State-owned enterprise groups; Group control; Management and control mode; Financing platform company
中文摘要：	ND集团是我国北方某开发区管委会下属投融资平台公司，负责管委会下属三个产业园区的开发建设和运营工作。ND集团自成立以来始终秉持着建设园区、服务企业、回报社会的宗旨，在园区开发运营中发挥着重要作用，园区建设和运营取得阶段性成绩。近年来，国家推动落实化解政府隐性债务、国有企业改革等政策，ND集团不得不走上艰难的市场化转型探索之路。随着重大项目落地，园区和ND集团也迎来重要的发展机遇期。基于此，ND集团现行战略管控为主导，偏运营管控型的模式，存在战略执行偏离、总部介入下属公司管理过多、管控职能重叠和不突出、集团治理行政管控较重等问题，已不能适应外部政策、市场环境变化，以及内部市场化转型的要求，急需系统优化调整集团管控模式。 本文在系统归纳企业集团管控、企业集团组织设计、企业集团治理等相关理论基础上，以ND国有大型企业集团为案例，就其集团管控问题展开研究。首先，从战略执行、权力配置、职能分工、人员配置等方面揭示了集团运营中存在的问题，并从集团管控的角度剖析了问题的根源，阐述管控优化的必要性；第二，在分析下属企业业务模式、不同业务板块战略定位的基础上，提出ND集团管控模式定位为战略管控与财务管控，形成“总部+业务板块核心公司+实体企业”的三级治理结构；第三，从母子公司职能定位、财务管控实施策略、战略管控实施策略，以及集团管控制度体系、人力资源管理、信息化建设、治理能力建设等方面，论述了ND集团管控优化实施策略与具体保障措施。本文研究结论力图为政府投融资平台企业集团在解决母子公司权责定位、不同业务板块间业务协同等集团管控实践问题提供借鉴。 本文不足之处在于单案例研究结论的普适性方面存在局限，应进一步对其适用情境加以探讨并开展不同案例的比较研究，这也是在今后的学习、实践中重点关注的问题。
英文摘要：	ND Group is an investment and financing platform company subordinate to the administrative committee of a development zone in the north of our country and is responsible for the development, construction and operation of three industrial parks subordinate to the administrative committee. Since its establishment, ND Group has always adhered to the purpose of building the park, serving enterprises and returning to the society, and has played an important role in the development and operation of the park. In recent years, our country promotes the implementation of policies such as resolving the implicit government debt and reforming state-owned enterprises, so ND Group has to embark on a difficult road of market-oriented transformation exploration. With the landing of major projects, the park and ND Group also usher in an important period of development opportunities. Based on this, current control strategy as the leading factor, with partial operation control mode of ND group, strategy implementation deviation, corporate governance problem such as administrative controls the heavier, headquarters steping in and subordinate company management and control functioning overlap and not outstanding, already can not adapt to the external policy and market environment changes, and the requirements of the internal market, which is badly in need of group control system optimization and adjustment mode. Based on the systematic summary of enterprise group management and control, enterprise group organization design, enterprise group governance and other related theories, this paper takes ND state-owned large enterprise group as a case to conduct research on its group management and control. Firstly, it reveals the problems existing in the operation of the group from the aspects of strategy implementation, power allocation, functional division of labor and personnel allocation, and analyzes the root causes of the problems from the perspective of group management and control, and expounds the necessity of management and control optimization. Second, based on the analysis of the business model of subordinate enterprises and the strategic positioning of different business segments, the paper proposes that the management and control mode of ND Group is positioned as strategic and financial management and control, forming a three-level governance structure of “headquarters + core company of business segment + entity enterprise”. Third, from the parent-subsidiary company function positioning, financial control implementation strategy, strategic control implementation strategy, as well as the group management and control system, human resources management, information construction, governance capacity construction, etc., discussed ND group management and control optimization implementation strategy and specific safeguard measures. The research conclusions of this paper try to provide reference for government investment and financing platform enterprise groups in solving the practical problems of group management and control, such as the positioning of rights and responsibilities of parent and subsidiary companies and business collaboration among different business segments. The weakness of this paper is the limit of conclusion from a single case study. It is necessary to further explore its application context and carry out a comparative study of different cases, which is also the focus of attention in the future study and practice.
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