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论文编号：	2015
作者编号：	2005013
上传时间：	2010/4/28 16:59:28
中文题目：	家族企业引入职业经理人的问题研究
英文题目：	Family Business Career-manager
指导老师：	李亚
中文关键字：	家族企业 职业经理人 引入 融合 风险管理
英文关键字：	Family Business Career-manager Introduction Risk Management Integration
中文摘要：	随着我们市场经济的不断发展，民营经济异军突起，其中绝大部分都是家族企业。一方面，家族企业因其内在的所有权、管理和家族三者之间的互动而产生独有的竞争优势，另一方面，家族企业发展中也遇到了许多问题。很多家族企业主已经意识到了家族制的制约，在职业经理人引入上做了一些有益的尝试，但由于家族企业的治理情况普遍较差，职业经理人市场不成熟，信任缺失等因素影响，对风险的控制能力较差，败德事件屡见报端。目前学术界对家族企业的研究主要集中在信任，控制权转移，社会资本的融合等方面，对其经济合理性与管理绩效尚存在不同的观点，对引入职业经理人没有形成一致意见，更没有一套可操作性强的引入职业经理人的方法。研究家族企业是否需要引入，如何引入，如何用好的职业经理人，对于我国家族企业具有重要的现实意义。 本文通过案例分析、比较分析等研究方法，以及由表及里的思路，详细介绍了家族企业引入职业经理人的关键问题。通过文献综述，梳理了家族企业的研究现状，提出了家族企业和职业经理人的新定义；结合我国家族企业职业经理人的产生和发展，特别是山西票号的用人体制，对现代家族企业引入职业经理人有较强的借鉴意义，接着介绍了家族企业引入职业经理人的现状，剖析了造成引入障碍的原因，通过案例分析了家族企业用人中的一些问题；然后介绍了家族企业引入职业经理人的总体思路，从人才观、成本收益分析、职位开放次序和风险管理四个角度，分析了引入职业经理人在宏观上需要把握的要点；接着根据职业经理人引入的时间顺序，从微观上分析了引入的契机和影响因素、职业经理人的类型和选择途径、促进职业经理人与企业融合的措施、建立有效的激励约束机制的方案设计等等，保证家族企业能根据自身需要，吸引所匹配的人才，通过一系列措施，让他们迅速融入企业发展，最大限度地发挥积极性和创造性，更好地为企业服务。 随着家族企业的发展，职业化问题已经摆上议事日程，而实践中职业经理人的引入风险凸现，建立有效的职业经理人引入机制，可以使广大家族企业摆脱人才瓶颈，不断提升企业价值，为中国民营经济的快速发展再添动力。
英文摘要：	As our Market Economy has been developing, the Private Economy has come to the fore, most of which are family businesses. On one hand, inherent ownership, management and familial of family businesses interaction and brings unique competitive advantages. On the other hand, the development of family businesses have encountered a lot of problems, many companies have encountered talent bottleneck in the development. Many family companies have realized the family system’s constraints, and attempt to introduce career-managers, did some useful. However, because of pessimistic the family-owned company governance, manager market immaturity and lack confidence, and the others factor, the risk control capacity is little, and scandal can often found in newspapers. Currently the family business academic research focused mainly on trust, the control right transfer, integration of social capital. There are many different perspectives about its economic rationality and management performance. They can’t to form a consensus on introducing career-managers. It also lacks a comprehensive feasibility approach of introducing career-manager. Study on the need to introduce, when introduced, how to introduce and how to use career-manager in family businesses, it’s very important. Through case studies, comparative analysis studies, and follow from the surface into the inside, I introduced detail the key issues of the family business career-manager introduction. Through Literature Review, I card the research status. I propose the new definition on the family business and career-manager. I combine with family business career-manager’s emergence and development in our country, particularly the employment system of modern finance company in Shanxi, it has a strong reference. Then I introduce the status quo of career-manager introduction in the family company. Then I analyze the reasons of the barriers to the introduction. Through case analysis we can find some issues. Then I raised an overall plan to introduce career-manager. From the angles of talent concept, cost-benefit analysis, the posts open and the risk management, I analyze the key point at the macro level. Then, based on the introduction of career-manager in chronological order, I microscopic analyze the introduction opportunities and factors, the type of career-manager, means of promoting, integration measures, to establish an effective incentive and restraint mechanisms on program design, and so on. So we can ensure that family business would introduce the matched talent according to their needs. Then through a series of measures, we can enable the career-managers to integrate quickly into the company development, and maximum the enthusiasm and creativity. Make them work better. With the development of the family business, the professionalism has been put on the agenda. But in practice, there are much risk in the career-manager introduction. Establishing an effective career-manage introduction mechanism can enable family companies leap the personnel bottlenecks and improve the company value. And we also can give more growth momentum to China's private economy.
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