论文部分内容阅读
一、企业集团的基本组织模式及其弊端一般而言,特区多元化企业集团的基本组织模式如下图1所示.可见,该模式的关键在于集权与分权的“度”难以把握,具体弊端表现为:1、管理机构膨胀.增加一个事业目的,就要设立一个职能部门,随之又不得不增设分管副总经理,使得集团总部与下属公司内部机构重叠,费用增加.据宝安集团统计,下属机构最多时曾有职能部门17个,全资二级公司22个.2、动力机制单一.
First, the basic organizational model and its drawbacks of enterprise groups In general, the basic organizational model of the diversified enterprise groups in the SAR is shown in Figure 1. It can be seen that the key to this model lies in the difficulty in grasping the “degrees” of centralization and decentralization. The performance is: 1. The expansion of management institutions. To increase a business purpose, it is necessary to set up a functional department, followed by the additional deputy general manager, so that the group headquarters overlaps with the internal organization of the subsidiary company, and the cost increases. According to Baoan Group statistics, The subordinates had at most 17 functional departments, 22 wholly-owned second-tier companies, and a single power mechanism.