联系我们

论文查询结果	返回搜索

论文编号：	4052
作者编号：	2220091887
上传时间：	2012/3/15 10:33:52
中文题目：	海南农垦集团改制后的管控模式研究
英文题目：	Research on the Management and Control Mode of Hainan State Farms after the reform
指导老师：	王迎军
中文关键字：	海南农垦集团 ;集团管控 ;变革 ;模式选择
英文关键字：	Hainan State Farms Group; group control ; cultivate ; mode selection
中文摘要：	本论文是以海南农垦集团改制为研究对象，以管控模式创新为主线，对海南农垦集团在企业改革中探索新型母子公司关系的一篇论证性文章。管理学家法约尔早就提出“控制”是管理的一个组成部分，但法约尔的那个时期，集团型企业还并没有成为管理学的研究对象，通过控股、参股等资产纽带来形成经济联合体还没有出现。而在集团公司里，母公司不能直接对法人子公司进行管理，只能进行管理的管理，这就是管控模式。管控模式要解决的核心问题可以这样概括：子公司在集团公司里不仅能够发展，而且比自己发展更有竞争优势。当然这也涉及到三个核心问题，即总部管什么、管到什么程度、如何管，全文紧扣三个核心问题开展论述，利用理论和事实相结合来阐明论文的中心思想，真正做到了言之有理、言之有据、言之有法，并指出了海南农垦集团改革过程中存在的利与弊，及其将来可运作的发展方向。本文以海南农垦集团的改制为研究对象，针对该公司的集团管控模式改制进行了深入的分析和探讨。借用现代的企业管理理念和方法对海南农垦集团的改制论证、选择、构建与反馈等方面的环节进行了理论化思考。首先对集团改制的必要性、可行性和政策支持等因素进行了分析，综合展现了改制前海南农垦集团发展遇到的瓶颈；然后，对整个集团改制的战略目标，整体产业分布，下属单位的情况做以全面又概括的阐述，以为改制模式构建奠定基础；引出了本文的重点章节，海南农垦集团的集团管控模式选择，重点介绍了改制的整体思路，产业机构调整，产业组织重组，集团总部的职能设计和定位；最后根据集团管控模式的新定位，本文详述了总部集团管控的措施和手段，如财务管控、运营管控、人才管控和资源管控，结合具体措施，以集团全资子公司海南天然橡胶有限公司为例，介绍了下属单位在新管控模式下的具体运营。在第一章绪论部分里，笔者提出了海南农垦集团作为研究对象、在改制中改革经营管控模式的这一课题，并对该课题所涉及的历史背景进行阐述，以文献探讨的方式提出了集团经营管控的基础、经营管控形成的理论前提、模式类型、经营管控模式的选择以及经营管控的方式与途径，对文章的研究思路、研究框架以及章节设置作了明确、简洁而具体的理论考量和理论性概述。 集团总部管什么，取决于总部的功能定位，功能定位又取决于集团的发展战略；管到什么程度，主要涉及到战略、核心管理职能、具体业务如何管；怎么管，则包括组织保障、人员保障、制度与流程保障等问题。管控模式大致按照战略管控型、财务管控型和操作管控型三种模式去分解。为进一步论证海南农垦集团管控的理论性概述，本文以海南农垦在近60年发展历程中的大量事例作为事实论据，在第二章节海南农垦改制前的经营管控模式历史沿革的回顾与存在问题等方面进行了分析，全面而综合地展现了改制前海南农垦集团发展所遇到的因政出多头导致管理成本高、橡胶主打产业产品加工和销售难以掌控、劳力失控失衡、缺乏稀缺资源垄断意识等瓶颈问题，以企业负担重点和政府政策支持等，既突出了政企不分的弊端，也凸显了海南农垦不得不改的集团改制的必要性、可行性和拥有的政策支持。 在提出海南农垦集团管控模式改革的第三章节里，借用现代的管控模式的理念和方法，提出加快天然橡胶产业、热带农业产业及旅游地产也发展的集团整体发展目标，从战略的高度加以分析，论证其支柱产业的地位、作用和美好的发展前景。 在推出海南农垦集团改制新的经营管控模式下的组织设计的第四章节里，笔者以充分有力的材料，列举了客观翔实的论据，对海南农垦现有的集团经营管控模式进行了改制前后的比对、深入客观的分析与多方的佐证。以产业结构调整及再布局、全面建立现代企业制度、努力转变增长方式三方面来论述集团改制的思路与措施；从对橡胶产业进行股份制改造、对林业和农业的重组与改造、对旅游业的重组与改造、改革重组后的经营格局和政策等四个方面来论述重组的产业集团；从董事会办公室、总经理办公室等十一个职能部门职责范围的设定来论述新的经营管控模式下的总部职能设计，从而论述了新的经营管控模式下的所进行的新的组织设计的这一观点。 在论述海南农垦集团经营管控措施的第五章节里，笔者详述了集团总部经营管控的具体措施和手段，如财务管控、运营管控、人才管控和资源管控等，结合具体措施，特别以已经进入资本市场运作的上市股份企业——海南天然橡胶产业集团股份有限公司组建的企业改革实际操作为实例，介绍了海南天然橡胶产业集团下属单位在新的经营管控模式下统一的具体运营。从构建集团化财务管理体系为财务管控提供基础条件和财务管控有效的预算管理等方面，阐述了企业财务的管控；从集中加工、统一销售等方面，阐述了企业运营管控措施；从合理使用人才、控制人力成本、提升员工素质等方面，论述了企业人员管控措施；从内部运营举措、国内拓展、海外拓展等方面，论述了企业资源的管控措施；从运营能力的培养、人才能力的培养、融资平台的构建等方面，论述了海南橡胶这一上市企业在集团经营管控体制下的规范的市场运营模式、良好发展态势以及通过股份制的改造和完善，不断扩大经营规模，达到运作资本，倍增积累，实现企业、个人和社会效益最大化与理想化的企业发展前景。
英文摘要：	Taking Hainan State Farms Group as study case, taking control model innovation as the main study line, this paper is an exploration about how Hainan State Farms Group deal with the relationship between itself and her subsidiary companies. Fayol who is a famous scholar in management, has first claim that "control" is an integral part of management. However, during that period, the group enterprise has not become the study point of management already, by holding shares and other assets to form economic ties has not yet appeared. In the Group, the parent company can not manage the subsidiaries directly, can only manage the management, which is called "control mode". The core problem control mode wants to address can be summed up as: a subsidiary company in the group not only can develop, what is more, it can be more competitive than the development all by their own. Of course, this also relates to three core issues, namely what should the headquarters manage, and to what extent the headquarters control the subsidiary, how to control. This paper discussed closely linked to these three core issues, using a combination of theory and facts to illustrate the central ideas, and pointed out the advantages and disadvantages in the reform process of Hainan State Farms Group, and future orientation of operational development. This paper analysed and discussed the reform of management model of Hainan State Farms Group, which is top three farm group in China. With the help of modern management theories and analysis tools, I have analysed the possibility, feasibility, selection, construction, feedback of the reform of Hainan State Farms Group's management model with a theoretical of thinking.First, the necessity, feasibility and supportive policies and other factors relevant with the change were analyzed, showing a comprehensive picture of before the management model has been changed. Then, I introduced the total strategic objectives, the overall distribution of industries, and subordinate units situation of Hainan State Farms Group comprehensively, restructuring model building foundation. In the third part, which is the main section of this paper, the selection of the management model of Hainan State Farms Group, focused on the general idea and principles of reforming, organizational restructuring, process reengineering, designing and position the Group's headquarters systematically. Finally, according to the new management mode, I gave more details about how headquarters manage and control his subordinate units, the measures and means including financial management and control, operational control, personnel control and resource control. In the last part of this paper, combination with these specific measures mention before, I took the Hainan Natural Rubber Co., Ltd. as an example, who is a wholly owned subsidiary of Hainan State Farms Group, introduced how does the new management model work between headquarter and subsidiary units in the operational process. In the first chapter, I proposed the topic that the Hainan State Farms Group need to reform and restructure the control model, and involved in the historical background of this corporation. I provided the foundation and the theoretical formation premise of group control, model type, operating control mode selection and operation control methods and approaches on the basis of literature review. I gave specific theoretical considerations and theoretical overview about research framework and chapter settings of this paper. What should be controlled by Group headquarters, it depends on the functional position of the headquarters, which futher depends on the Group's development strategy; to what extent the headquarters control the subsidiary, mainly related to the situation of strategy, the core management functions, and the specific business; how to control, includes organizational support, personnel support, system and process support and other issues. Mode control can be divided into three models, that is strategy control, financial control and operation control. To further demonstrate the theoretical overview of Hainan State Farms Group control, this paper took the a large number of cases during the history of the last 60 years' development of Hainan State Farms as a factual arguments, in the second section I gave a history review and analysed the existing problems of Hainan State Farms operation before control mode restructuring, giving a comprehensive and integrated displaying of problems about high management cost from more than one leader to order, the difficulties about controlling the rubber processing and marketing, labour control imbalance, lacking of awareness of monopoly scarce resources, and the heavy burden of the group and policy support from the government, not only highlights the shortcomings of confusion between company and government, but also highlights the possibilities and feasibilites for Hainan State Farms Group to reform the control model. In the Chapter3, I argued the reform and restructure of control model of Hainan State Farms Group, with the help of modern theories about management and control model, I proposed the ideas that it needs to speed up the development of natural rubber industry, tropical agriculture industry and tourism real estate industry, and take it as an overall development goals of the group. From a strategic perspective, I analysed the strategic position, the roles and the good development prospects of these pillar industries. In the Chapter4, I argued the restructuring of new management control model of Hainan State Farms Group, I have given sufficient materials, objective and detailed, and given a comparison between new model and the old model of Hainan State Farms operation, in-depth analysis and multi-objective evidence. I discussed the ideas of how should the group do in restructuring and reforming from three perspectives, industrial restructuring and re-layout, the overall establishment of modern enterprise system, changing the growth mode. I talked about the reorganization of the industrial group, from the approaches that joint-stock reform of the rubber industry, forestry and agriculture restructuring and transformation of the tourism industry restructuring and reform, the business structure and policies after reforming; from the board office to general manager office, there are eleven functional department, I introduced the responsibility set of each department to describe the design about headquarters functions in the new mode of operation control, which discusses a new control mode of operation carried out under the new organizational design. In the last chapter, I discussed the measures for Hainan State Farms Group under the new model of management control. I have introduced the methods with which a company can control her subsidiaries, for example, financial control, operation control, personnel control and resources control. Combination with these methods, I took Hainan Rubber Group Co., Ltd. as an example, which is a listed companies, to explain the reforming process and operation details about management control over her subsidiaries. First, financial control, I suggested that it is necessary to build a group financial management systems to provide the basic conditions for financial control and management and enhance the efficiency of financial budget. Second, I suggested that the company should centralize the processing and uniform the sales, it is an important business operations management and control measure. Third, I talked about how control the subsidiaries with the personnel methods, making full use of human resource rationally, controlling the labour costs, improving the abilities of human resource are needed. Forth, I discussed how to control the resource over the subsidiaries, it can be achieved through internal operations measures, domestic expansion, overseas expansion, etc., are in the enterprise resource management and control measures. Finally, I discussed how to develop the operational ability, how to develop the human resource, and how to build the finance platform. As a listed companies, Hainan rubber Group have a good prospects of expanding the scale of operation, accumulation capital, and maxim the benefits of persons and society under the new management control system.
查看全文：	预览  下载(下载需要进行登录)