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论文编号：	8818
作者编号：	2120142823
上传时间：	2016/12/8 20:44:45
中文题目：	基于公司治理机制优化的合伙人制度研究-以TX公司为例
英文题目：	Research on The Partner System Based on The optimization of Corporate Governance——Take TX Company As an Example
指导老师：	李亚
中文关键字：	员工持股;合伙人制度;控制权;合伙人文化;案例研究
英文关键字：	employee stock ownership;partner system; control right;partner culture;case study
中文摘要：	随着改革开放的不断深入，我国社会主义市场经济体系不断健全和完善，国家经济发展态势迅猛，电子工业作为传统优势行业也取得了令人惊叹的成就。TX公司作为历史悠久的电子工业企业，为国家的电子信息事业做出了突出的贡献。但面临新的经济形势和新的社会责任，企业内部治理机制和管理方式出现了诸多不适，企业整体活力不足、发展缓慢。在深化国有企业改革的指导意见下，TX公司重新梳理定位自身问题，以现代企业管理制度为目标，大胆进行了治理机制优化，实行了合伙人制度。本文基于公司治理基本理论，对TX公司的现状和问题进行全面分析，根据公司实际状况结合相关理论知识，通过对合伙人模式的关键要素分析，导入合伙人制度的具体安排和均衡点，并从利润分配、合伙人层级设置等方面全面解析合伙人制度。当前，TX公司行业地位稳定，企业形象和品牌保持良好，公司资源积累丰厚，管理制度较为完善。但同时，TX公司资源分散且利用率低，组织结构层级复杂，工作流程冗长繁琐，管理宽度较小。公司整体价值观念保守，责任担当不够，人才流失严重，缺乏有效激励。这些不利因素对公司发展带来很大的制约。基于以上分析，TX公司建立并实施合伙人制度，以实现公司价值的增值、管理体系的高效、员工激励的实效。TX公司治理机制优化包括：第一，通过员工持股计划，实现企业和员工在企业所有权和未来收益权的共享，并导入合伙人制度，激发公司活力，实现价值增值。第二，企业剩余控制权合理配置。在决策权方面，合伙人制度实现了合伙人的对公司发展战略和策略上的制定权；在利益分配方面，合伙人制度协调了股东与经营者的利益分配，加强了对经营者的激励，使得经营者利益与股东保持一致；在本质上，控制权仍属于股东，企业依然是国家控制。第三，企业价值观念塑造。一方面，合伙人文化在现有企业文化的基础上实现了新的继承和发展；另一方面合伙人文化使得公司凝聚力提升，激发全体员工的工作热情。
英文摘要：	With the deepening of reform and opening-up, China's socialist market economic system continuously improved and the national economy rapid development momentum, as the traditional advantage industry electronic industry has made amazing achievements. As a long history of electronic industry, TX company has made outstanding contributions to the country's electronic information industry. But facing the new economic situation and the new social responsibility, the enterprise internal management mechanism and the management way appeared a lot of discomfort, the enterprise overall vigor is insufficient, the development is slow. Under the guidance of deepening the reform of state-owned enterprises, TX company to sort out their own problems, to the modern enterprise management system as the goal, and boldly carried out the optimization of governance mechanisms, the implementation of the partnership system. In this paper, based on the basic theory of corporate governance, to conduct a comprehensive analysis on the present situation and problems of TX company, according to the actual situation, combined with relevant theoretical knowledge, the key elements of the partner mode analysis, the specific arrangements for the import partner system and the equilibrium point, and the profit distribution, and other aspects of a comprehensive analytic hierarchy setting partner partner system. At present, TX company's industry status is stable, corporate image and brand to maintain good, the company has rich resources, the management system is more perfect. But at the same time, TX company resources are dispersed and the utilization rate is low, the organization structure level is complex, the working process is tedious, and the management width is small. The company's overall value concept is conservative, the responsibility is not enough, the brain drain is serious, and the lack of effective incentive. These adverse factors on the company's development has brought great constraints. Based on the above analysis, TX company to establish and implement a partner system, in order to achieve the value of the company's value-added, efficient management system, the effectiveness of staff motivation. TX corporate governance mechanism optimization includes: First, through the employee stock ownership plan, the enterprise and employees in the enterprise ownership and the future of the right to share the proceeds, and the introduction of a partner system, to stimulate the vitality of the company, to achieve value-added. Second, the reasonable allocation of residual control rights. In the decision, the partner system to achieve the company's development strategy and strategy formulation of the right partner; in the distribution of benefits, the partner system coordinated the allocation of interests of shareholders and managers, strengthen the incentive, the operator kept consistent with the shareholders' interests; in essence, control rights still belong to shareholders. The enterprise is still the national control. Third, enterprise value concept. On the one hand, the partner culture on the basis of the existing corporate culture to achieve a new inheritance and development; on the other hand, the company's culture to enhance the cohesion of the company, to stimulate the enthusiasm of all employees.
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