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论文编号：	324
作者编号：	052100
上传时间：	2008/1/2 10:51:44
中文题目：	基于多元化战略的津旅集团管理控
英文题目：	The Research On Management Con
指导老师：	薛有志
中文关键字：	天津市旅游集团 多元化战略 管理
英文关键字：	Tianjin Tourism Group Divers
中文摘要：	经济全球化条件下，我国积极探索和倡导大企业、大集团的发展战略，经过二十多年的发展，企业规模、效益不断增大，集团化进程加快，经济实力和参与国内外市场竞争的能力进一步加强。而伴随着集团企业数量日渐增多，集团企业面临着市场竞争的日趋激烈、行业内部竞争的加剧，集团管控问题愈发突出。应该说集团管控体系和能力的建设将直接关系到集团企业竞争力的强弱。集团企业必须苦练内功，提升集团内部管控水平，为企业集团创造价值最大化，体现出集团化的竞争优势。 多元化是企业发展的重要战略途径之一。企业实施多元化战略的主要目标是寻找其业绩和风险之间满意的平衡点,论文正是在回顾多元化发展战略和集团管理控制模式的相关理论的基础之上，以天津市旅游集团这样一个正处在成长壮大阶段的集团化国有企业为案例，通过分析集团的发展战略转变和目前存在的管理控制方面的问题以及成因，对基于多元化战略的天津市旅游集团管理控制模式进行了深入研究，重点围绕如何在多元化战略方向下选择天津市旅游集团管理控制模式的应用策略，以及如何强化集团管理控制能力而展开，从而得出一套完整的解决方案。 论文各部分的主要内容是： 引言主要阐述研究的意义和目的、研究对象、研究范围以及研究方法。 第一章是相关理论回顾，包括多元化发展战略以及集团管理控制模式等。重点回顾了多元化战略的概念及特点，企业发展多元化的动机、风险及条件，企业集团的概念及形成演变，集团管控的含义及常见的管控模式类型，另外还有影响管控模式选择的主要因素、发展战略与管控模式之间的关系等。 第二章主要对天津市旅游集团的综合情况、发展战略的转变及目前存在的管控问题进行了描述和分析。天津市旅游集团作为一家大型国有企业，其管理控制的发展演变与许多同类型的中国国有企业有着相似之处，都要经历从行政命令式的管理到科学规范化的管理的过程，而对于天津市旅游集团来说，战略演变的特点是，由成立初期的单一化战略逐渐向多元化发展转变，而随着体制和战略的演变，集团管理控制也需要进行相应的改变；这个过程用简单的话来概括就是：体制的转变带来管控的从无到有，战略的转变需要管控的从有到优。随后，论文又分析了多元化的发展与现有管理控制的矛盾，以及目前集团管理控制存在的诸多问题，以及将来会对集团发展造成影响的潜在问题，尤其是由于多元化的开展而带来的财务风险的管理控制问题等。 第三章针对第二章提出的问题，具体研究天津市旅游集团面对多元化的发展趋势，在相关多元化和非相关多元化业务之间如何选择管理控制模式的应用策略。重点是在相关多元化和非相关多元化业务战略指导下管理控制模式的具体应用策略，即对于相关多元化业务和战略重点业务，采用经营管控和战略管控相结合的管控模式；对于非相关多元化业务，采取财务控制为主的管控模式，只对业务单元提出财务投资的回报要求，不参与业务的运作管理。同时，论文还分析了如何对由于集团多元化而产生的经营风险进行管理控制。包括财务风险的管理控制和投融资风险的管理控制。财务风险的管理控制包括建立财务风险预警体系、建立财务风险的识别与分析系统、建立和完善财务管理信息系统；投融资风险的管理控制包括投资风险控制策略和筹资风险控制策略，论文还对天津市旅游集团如何构建融资体系，拓宽融资渠道进行了详细规划。 第四章着重分析了加强天津市旅游集团管理控制能力的实现途径，设计出集团管理控制模式的构建原则和总体思路，在总体思路的指引下，充分发挥集团化运作规模集约、资源整合的优势，达到战略协同的目的，从而实现企业的战略目标。接下来，论文详细阐述了集团公司总部的建设和总部权力的配置问题，即要围绕战略管控中心和资本管控中心来构建集团总部，通过科学设计集团总部的组织治理结构，以及合理配置总部各项权力，来实现天津市旅游集团公司总部的指挥和服务两大功能；另外，提出了强化内部管控的具体措施以及需要提升的集团管控能力。 最后一章对全文进行了总结，得出了研究结论。 事实上，通过本文的研究，我们可以发现：一个有效的管控模式不是狭义和一成不变的，而应该是一个动态体系。不论企业集团采取哪种发展战略，只有建立符合企业集团自身发展的管控模式，集团的发展战略才能得到良好的贯彻实施，战略决定模式，模式传承战略。 中国企业集团化的高速发展，使得集团管控无疑已经成为很多中国企业集团走向世界时能否适应跨区域、跨文化、跨业务领域管理的基本功，成为集团企业战略目标实现、均衡发展的关键。论文通过研究天津市旅游集团这样一个逐步做大的企业集团面临产业多元化，发展高速度，业务跨地域，管控分层级等诸多管理难题时如何选择集团管理控制模式的应对措施及构建优化的途径来折射出中国企业的发展必须要经过一个整合、协同的阶段。中国企业集团应该用集团管控的思想整合集团内部的资源,实现战略协同，打造一个高效发展平台，度过逐步建立可持续发展能力的，最为艰难也最为重要的发展阶段。 论文对天津市旅游集团个体案例进行的系统研究，不但为该集团如何在多元化战略指引下构建适合自身特点的管理控制模式提供了解决方案，而且也为处于中高速发展的多元化成长型中国企业的管理控制问题提供了解决的新思路，具有一定的理论和实践意义。 论文注重理论联系实际，提出的管理设想和解决方案对天津市旅游集团未来的发展具有重要的参考价值。
英文摘要：	China has actively explored and advocated the development strategy of enlarge groups under world economic globalization.Through two decades’ development, enterprise’s scale and Groups in China are accelerating at a fast speed. Meanwhile, their economic strength and competitiveness in foreign and domestic markets strengthened a lot. With more and more groups emerged in the market, they faced with more fierce competition both in the market and within the industry itself. So Group Management Control issue has becoming more and more prominent. That is to say Group Management Control system and its capacity-building will be directly lead to a Group's competitiveness in the market. So Groups should enhance their internal management control standards, maximize their profit, and show their competitive advantage. Diversification is one of the most important developing strategies.The main goal for companies implementing it is to gain a satisfying trade-off between performance and risk.The thesis is based on the theoretical diversification strategy and modes of Group Management Control. It takes Tianjin tourism Group (JTG) as an example, through analysis the development strategic and the existing management control problems of the Group to explore the management control mode of the Group. It focus on how to apply the proper management control mode under the diversification strategy and how to strengthen Group management control ability, and finally summarize a complete set of solutions for it. The main features of this thesis are: Firstly, a general introduction on the meaning and purpose of the thesis, the scope of study and its research methods. Chapter I is the related theories’ review. Including diversified development strategies, group management control mode, etc. Especially, it recalling the concept and characteristics of diversified strategy; a wide range of enterprises’ development motivation and their risks and conditions; the concept of Group and its formation and evolution; group control and its common management control mode; main elements on choosing control mode, as well as the relationship between development strategies and group management control. Chapter II takes Tianjin tourism Group (JTG) as an example, mainly analysis its general conditions, the change of its developing strategy and the existing problems on its group management control mode. As a large state-owned enterprise, Tianjin tourism Group has many similarities on its development of management control mode with many other Chinese state-owned enterprises. They all come across the process form the old executive order-from management control mode to the scientific and standardized management control mode. For Tianjin tourism Group, the characteristic of its strategic evolution is gradually changing from early years’ single mode strategy to diversified development mode. That is to say, the change of the economic institution brought about new management control mode, the change of developing strategy make management control mode more mature and perfect. Besides, it analysis the contradictions between diversified development strategies and the group’s current management control mode, pointing out the existing problems on current management control mode and its potential impact on the group’s future development. In particular, diversified development may bring more financial risk on group management control. Chapter III mainly discus how to choose the appropriate management control mode and its applications when JTG facing with the diversified development trends. For key and strategic business, the Group should apply the management control mode of direct participating in the operation; For key and strategic business, the Group should apply the management control mode combined of direct participating in the operation and strategy control under the Concentric Diversification Strategy;for the Unrelated-Diversification Strategy business, the group usually take financial control management mode, which only emphasis on the financial investment returns, and does not participate in its operation management.Meanwhile, the paper also analyzes how to manage and control the group’s operation risks with its diversified development trend, which including the application for financial risks and investment risks management control. In financial risk management control mode, it suggest to establishing a financial risk alert system and a financial risk identification and analysis system, as the same time maintain and improving its financial data system management. In investment risks control mode, it provides several strategies on investment and finical risks control. Moreover, the thesis also proposes a general blueprint for Tianjin tourism Group on how to build up its financing systems and widen its investment channels. Chapter IV focus on how to achieve the goals of strengthen Tianjin tourism Group management control ability. Meanwhile, the thesis puts up its general ideas and principles on group’s management control mode, under the guidance of relative theories, which fully bring out the advantage of the Group’s intensive scale and resource integration to achieve the purpose of strategic coordination, so as to achieve the group’s final strategic goals. The paper also discusses JTG’s headquarters building and the problems on its power distribution. That is to say, through focusing on JTG’s strategic and capital management control ability to build up its headquarters; through scientific management of the group’s structure, as well as balance the power distribution of JTG to achieve the control and service functions of its headquarters. In addition, it also proposes measures on how to strengthen group’s internal management control ability as well as enhance its overall management control ability. The last chapter is a summary of the paper and the conclusion of the study. In fact,through the research of this thesis,we can find that an effective management control mode may not be narrow and formalistic but dynamic.No matter what development strategy the group choose,only when building a mode which be seasoned with the development can the group’s strategy be well carried out.In a word,mode is determinded by strategy,on the other hand,stratery depends on the mode to transmit. With the rapid development of enterprises in China, group management control has become a basic issue for Chinese enterprises to suite the cross-regional, cross-cultural, cross-business management modes when entered into the world’s economic .It has become the key point for Groups to achieve their strategic objectives and balance their development. Through the research of the Tianjin Toursim Group which is facing up with lots of management problems under their high-speed growth and diversity,we try to reflect the phase that most state enterprises have to come through.This phase needs conformity and cooperation. In order to construct an effective system,Chinese group must choose the right idea of management control to conform the resorce ,achieve the goal of strategy cooperation.By these means, Tianjin Toursim Group will get through the phase,maybe the most difficult and important phase,so as to form a continuable development mode. Through the systematic study of Tianjin tourism group, the thesis not only provides a settlement for the group in building up its own management control mode under the guidance of diversification strategies, but also offers new solutions for Chinese enterprises in solving their management control problem under their high-speed growth and diversity. The thsis pay attention to combine theory with practice. The imagining of the management and idiographic solution illustrated in this thesis have an important reference value for the future development of Tianjin toursim group.
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