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论文编号：	3069
作者编号：	2120082598
上传时间：	2011/5/21 9:27:14
中文题目：	航天科工深圳集团管控模式研究
英文题目：	The Control Model of CASIC (Shenzhen) Group
指导老师：	李莉教授
中文关键字：	企业集团 集团治理 集团管控模式
英文关键字：	Enterprise group Group governance Group control model
中文摘要：	在我国国内生产总值已经跃居全球第二的背景下，随着国内经济的快速发展，公司的集团化发展趋势越发明显，集团公司在国民经济中所占据的地位也越来越重要。集团公司如何才能基业长青，从宏观环境、中观结构到微观运营涉及的要素和问题必然会很多，但从中观层面的集团管控模式问题来立足研究这个问题，在当前的背景下则具有较为重要和现实的意义。 本文采用理论研究与案例研究相结合的方法，在对集团管控模式相关理论进行回顾和主要应用进行分析的基础上，以航天科工深圳集团公司为标本，对其管控模式的现状进行了叙述，并就其存在的问题以及原因进行了分析和研究，在此基础上提出了航天科工深圳集团管控模式重构的思路和具体措施。 本文认为，集团管控模式的构建主要是为了协调集团内部的整体发展，实现集团整体利益的最大化，所以其首先要解决集团的战略定位问题。在此基础上集团管控模式要理清集团总部与下属单位间的产权关系，并在各个层级建立合适的公司治理结构，通过规范的现代企业制度来巩固集团管控的基础。其次，集团应该选择适合企业自身发展的集团管控模式，战略管控、财务管控、运营管控或是复合型的管控模式，以此来指导集团管控模式的具体实施。再次，在选择集团管控模式后应构建合适的组织机构。最后，集团管控模式的实施必须建立战略管理、人力资源管理、财务管理以及投资管理核心流程，并辅以完善的绩效考核体系，以此确保集团的战略意图能够通过合适的管控模式得到有效地实施。根据航天科工深圳集团公司的实际情况，本文对航天科工深圳集团管控模式的重构依照上述思路进行了有的放矢的构建，尤其强调了集团战略定位、产权明晰以及绩效考核体系建设三大关键点的重要性。 本文的研究是基于前人的研究成果，根据航天科工深圳集团实际情况略做了一些创新，主要体现在三个方面：强调集团总部与下属单位产权关系明晰的重要性，根据实际情况采用以战略管控模式为基础的混合型管控模式以及强调绩效考核体系在集团管控模式构建过程中的重要性。本文试图通过对航天科工深圳集团管控模式个案的研究，为国内企业集团管控模式的研究提供一个参考标本，以促进相关理论在国内的发展从而更好地指导国内企业集团的良性发展。
英文摘要：	As the rapid development of China’s economy, lots of companies grow up to group corporations, which are playing more and more important role in the whole country’s economy development. How can they keep their advantage and become excellent companies? There are too much factor needed to be considered from macro- economy to company’s operation, but currently the study of group control model has a great value in solving this question. Theoretical study and case study are used in this paper. Based on the theories of group control model, this paper describes the current situation of CASIC (Shenzhen) group’s control model and finds out and analyzes the problems of it. After that this paper tries to rebuild the group control model of CASIC (Shenzhen) group. This paper believes that the purpose of group control model’s building is to realize the biggest benefit of the whole group, so the group’s strategy must be confirmed and be told to everyone is the first important thing. Then, the property relationship between the headquarter of group and the subsidiares should be clear and the corporate governance should be built in a right way. Third, a suitable group control model, including strategic control, financial control, operational control and mixed control, is needed to be chosen by the group. Fourth, a new organization structure will be built accordingly. Fifth, some core operation flow such as strategy management, finance management, HR management, investment management and performance management need to be improved to ensure smooth operation of the chosen control model. From the situation of CASIC (Shenzhen) group, this paper rebuild the group control model of CASIC (Shenzhen) group according to the above method, especially the confirming of group strategy, the clearness of property relationship and the improving of performance management needed to be paid more attention. The study of group control model is mostly based on existing theory research and practical exercise. According to the situation of CASIC (Shenzhen) group, this paper makes innovations in some way: emphasizing the importance of keeping a clear property relationship between the headquarter and the subsidiaries; choosing the mixed group control model which is based on strategic control but mixed with financial control and operational control according to the CASIC (Shenzhen) group situation; emphasizing the importance of the improved system of performance management when building group control model. This paper tries to do the study of CASIC (Shenzhen) group’s control model case which maybe can be used in other related researchers’ study so that more and more domestic group corporations can know, understand and use this theory of group control model to help them grow up and become excellent.
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