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国有企业混改过程中存在的问题分析

时间:2022-06-26 来源:未知 编辑:梦想论文 阅读:
In the practice of the mixed reform of state-owned enterprises, the smooth implementation of the mixed reform of state-owned enterprises and the improvement of the production and operation capacity of enterprises after the mixed reform can be realized by standardizing the delivery of assets and liabilities, protecting the rights and interests of private shareholders, optimizing the organizational structure and creating an effective corporate culture, so as to maintain and increase the value of state-owned assets.
 
1、 Background of mixed reform of state-owned enterprises
 
On may11,2020, the state issued the opinions of the Central Committee of the Communist Party of China and the State Council on accelerating the improvement of the socialist market economic system in the new era (hereinafter referred to as the opinions). The opinions clearly defined the unshakable determination of the policy of mixed reform of state-owned enterprises, and based on the way of mixed ownership and integrated development with public ownership as the main body, made non-public enterprises actively participate in the reform process and give full play to the important economic value of non-public ownership, Enhance the driving force for the sustainable development of the economic market. Under the background of the mixed reform policy of state-owned enterprises, it is a link between state-owned enterprises and non-public enterprises. It complements each other in terms of resource advantages of state-owned enterprises and management and technology advantages of non-public enterprises, so that state-owned assets can better serve the economic and social system. It also forms the governance, improvement and incentive of the state-owned economic system, fundamentally reversing the low efficiency of state-owned enterprises. The mixed reform of state-owned enterprises is an active exploration in the process of improving the national economic system. In the market economic environment, it forms a healthy and positive competitive situation and realizes the market-oriented operation of state-owned enterprises.
 
2、 Problems in the process of mixed reform of state-owned enterprises
 
(1) Assets delivery in the mixed reform of state-owned enterprises
 
The key and core content of the mixed reform of state-owned enterprises is the delivery of state-owned assets. In the mixed reform of state-owned enterprises, the integrity of state-owned assets should be taken into account to avoid the loss of state-owned assets in the process of restructuring. However, in the practice of restructuring state-owned enterprises, there are still operational loopholes in the division of property rights. In the property right delivery of state-owned assets, many assets are transferred to the non-public enterprises free of charge. This transfer is often single, that is, the transfer of assets and liabilities is not synchronized. Some liabilities have not been transferred in time and effectively, which has caused great economic losses to the country. It is also easy to lead to problems such as debt recovery after the mixed reform of state-owned enterprises, which has a serious impact on the operation order of new enterprises after the mixed reform of state-owned enterprises.
 
(2) The protection of private shareholders' rights and interests in the mixed reform of state-owned enterprises
 
The low enthusiasm of private enterprises in the process of mixed reform of state-owned enterprises is mainly due to the worry about mixed reform. On the one hand, before the mixed reform of state-owned enterprises, private enterprises had relatively independent economic status and management decision-making rights. Once they participated in the mixed reform of state-owned enterprises, they needed to merge their capital and other assets with the original state-owned enterprises, and obtain a small part of the equity through equity participation. However, they often could not form a controlling stake, which made private enterprises worried that in the enterprises established after the mixed reform, they would no longer have the management decision-making power, and their own economic interests would be difficult to guarantee. On the other hand, private enterprises worry that the asset value and equity value of "big fish eat small fish" are underestimated due to asymmetric information and equal social status. In case of poor management, it will be difficult to recover the capital, equipment and other assets invested by private enterprises, resulting in large economic losses.
 
(3) The combination of organizational structure in the mixed reform of state-owned enterprises
 
In the mixed reform of state-owned enterprises, we should also recognize the problems existing in the integration process of organizational structure. As the state-owned enterprises before the integration and reorganization have a set of organizational structure mode that they think is relatively perfect, and they carry out business activities based on this mode. Once the mixed reform of state-owned enterprises is carried out, it will involve the combination with different organizational structures in non-public enterprises. As there may be great differences in organizational structure forms, such as flat organizational structure, vertical organizational structure or project-based organizational structure, breaking some organizational structure forms in the mixed reform of state-owned enterprises will directly affect the operation efficiency of newly established enterprises and the smooth development of various business projects after the mixed reform of state-owned enterprises.
 
(4) The integration of corporate culture in the mixed reform of state-owned enterprises
 
The mixed reform of state-owned enterprises also involves the integration of enterprise culture. Corporate culture is an important foundation and driving force for the development of an enterprise. Under the influence of corporate culture, the employees of an enterprise have a clear goal. In the management strategy of state-owned enterprises, they pay more attention to the overall interests of the society, emphasizing that the social interests are greater than everything, rather than the individual interests of enterprises. In the management strategy of private enterprises, the individual interests of enterprises are put in the first place. When there is a contradiction between social interests and enterprise interests, the two kinds of enterprise culture will inevitably collide and conflict. As the mixed reform of state-owned enterprises results in the coexistence of two cultures, there will be chaos in the goals and methods of the work of enterprise employees, resulting in the balance of interests under different cultural concepts, which will affect the mixed reform of state-owned enterprises.

3、 Effective countermeasures in the process of mixed reform of state-owned enterprises
 
(1) Standardize the delivery of assets and liabilities
 
In the process of asset delivery, state-owned enterprises need to ensure that state-owned assets will not be lost and that the assets and liabilities of state-owned enterprises after the mixed reform can truly reflect the financial situation of the enterprise. During the mixed reform of state-owned enterprises, the process of free transfer of assets shall be controlled, and the feasibility study shall be conducted for the delivery of free assets. When the assets of state-owned enterprises are transferred out, the contingent liabilities corresponding to the assets shall be analyzed to ensure the equivalence of assets and liabilities, and avoid the virtual increase of the book assets of the enterprises after the mixed reform of state-owned enterprises. In the asset delivery, we should also pay attention to the time of clearing and accounting. For the mixed reform of state-owned enterprises, professional audit institutions with corresponding qualifications shall be hired to audit the financial status of the original state-owned enterprises, and finally form an audit report with legal effect. The audit report can provide a strong basis for the asset delivery of the mixed reform of state-owned enterprises. It is also very important to deal with the debt in the asset delivery. The ownership of debts must be clear and should be continued by the enterprises after the mixed reform of state-owned enterprises to avoid affecting the ownership of state-owned assets and national interests. After the mixed reform of state-owned enterprises, if the enterprises inherit the assets related to liabilities, they should inherit the liabilities at the same time, so as to ensure the clarity of the delivery of state-owned assets and prevent the loss of state-owned assets.
 
(2) Protecting the rights and interests of private shareholders
 
The state should actively improve the preferential policies and guarantee system for private enterprises to participate in the mixed reform of state-owned enterprises. In the specific policies, it is necessary to clarify the benefits and responsibilities that private enterprises enjoy in the mixed reform of state-owned enterprises, so that private enterprises can more comprehensively and clearly consider, and comprehensively and objectively evaluate the benefits that the mixed reform of state-owned enterprises can bring. The guarantee mechanism in the mixed reform of state-owned enterprises should be implemented. At the same time, a model of mixed reform of state-owned enterprises can be set up, and more private enterprises can eliminate their worries through demonstration.
 
(3) Optimize organizational structure mode
 
The optimization of the organizational structure in the mixed reform of state-owned enterprises should be considered from the perspective of the most conducive to the operation and development of enterprises. The original organizational structure relationship should be optimized and improved. The way to optimize and improve is to supplement the organizational structure form of private enterprises on the basis of the organizational structure of state-owned enterprises, or integrate the organizational structure of both sides of the mixed reform of state-owned enterprises, and innovate on the original basis, so that the organizational structure can better meet the needs of economic and social operation and development. In the specific optimization of the organizational structure, it should be analyzed from the perspectives of enterprise management, responsibilities and authorities, department levels, membership relations, etc., build the organizational model from the strategic level of the enterprise, and establish an organizational structure suitable for the mixed reform of state-owned enterprises in combination with the economic market environment, internal management and other needs of the enterprise. In the design of organizational structure, it is necessary to clarify the enterprise objectives. All organizational activities and processes should be guided by objectives. Departments should increase or decrease reasonably, optimize the allocation of enterprise resources after the mixed reform of state-owned enterprises, and improve the operation efficiency of enterprises, so as to better adapt to the economic market competition. In internal management, it is necessary to emphasize the responsibilities and rights of departments, ensure that the functions and powers are clear, and avoid mutual prevarication or conflict of interest in specific work links. Relying on the objectives of the mixed reform of state-owned enterprises, we should adjust and optimize strategic business decisions, command in a unified way, have the same objectives, and be able to carry out a fine division of work, so as to improve the resource value efficiency of the mixed reform of state-owned enterprises.
 
(4) Create an effective corporate culture
 
The mixed reform of state-owned enterprises integrates the cultural concepts of state-owned enterprises and private enterprises in cultural construction. In the corporate culture, we should not only bear the corresponding social responsibility, but also pay attention to the effect of economic development. For the conflicting aspects of the original corporate culture, state-owned enterprises and private enterprises should coordinate and consult, and if necessary, hire a third-party intermediary to evaluate, adjust and optimize, so as to solve the key problems in cultural differences. Enterprises after the mixed reform should do a good job in the publicity, implementation and integration of corporate culture. The establishment and integration of corporate culture is not to completely deny the culture of one party, but to take its essence, integrate the corporate culture under two different economic systems, mobilize the cohesion of the enterprise through appropriate use of incentive means, and enhance the support of enterprise employees for the corporate culture.
 
4、 Conclusion
 
The practice of mixed reform of state-owned enterprises is an important way for the transformation and development of state-owned enterprises. Through the mixed reform of state-owned enterprises, we can optimize the allocation of national resources, improve the income of state-owned assets, promote the transformation and upgrading of state-owned enterprises in the market economic environment, and make state-owned enterprises glow with new vitality. At the same time, the problems existing in the mixed reform of state-owned enterprises can not be ignored and need to be solved by scientific and effective methods.

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