论文部分内容阅读
面对分布于不同行业、不同地区、处于不同发展阶段的众多子公司，如何有效地管理是一个关键性的问题，国内许多企业集团在发展过程中留下了很多经验教训，主要有两类：一类是不加节制地发展子公司、孙公司，由于集团公司管理能力的局限，导致集团总部管理失控，子公司出现严重的“内部人控制”，结果非但不能促进企业的发展，反而拖了集团公司的后腿，甚至把公司拖垮；另一类是母公司在管理方式上过于集权，对于子公司的日常经营活动插手太深，扰乱了子公司的正常经营。是什么原因导致母子公司管理上的这种要么极左、要么极右的现象？关键是集权与分权的问题。由此看来，如何正确地认识母子公司的关系？如何正确处理母子公司的利益关系？集团公司对子公司的管理如何把握好集权与分权的度？已成为当前我们搞好母子公司管理急需解决的紧迫问题。
In the face of many subsidiaries distributed in different industries, different regions and at different stages of development, how to manage them effectively is a key issue. Many domestic enterprise groups have left many lessons in their development. There are mainly two types of subsidiaries: One is the uncontrolled development of subsidiaries and grandchildren. Due to the limitation of the management ability of the group companies, the management of the group headquarters is out of control. The serious “internal control” of the subsidiaries results in not only failing to promote the development of enterprises, but dragging them down The hind legs of the group company even brought down the company. The other type is that the parent company is over centralized in the way of management and has too much control over the daily business activities of the subsidiaries, disrupting the normal operation of the subsidiaries. What led to the parent-child management of this kind of left or right, or far right phenomenon? The key is the issue of centralization and decentralization. Seen in this light, how to correctly understand the parent-subsidiary relationship? How to correctly handle the interests of the parent company? How does the management of the subsidiaries of a group company grasp the degree of centralization and decentralization? It has become an urgent issue urgently needed to be solved now that we have done a good job of parent-child company management.