Methods And Means For Group Enterprises To Effectively Control Subsidiaries

First of all, group enterprises must have a clear development strategy.

Headquarters for subordinate units control purposes, is to achieve the overall development goals of the group, and subsequent management and control methods, control system construction will be guided by the overall development strategy of the group.

Therefore, a clear development strategy is the premise that the group headquarters can effectively control the subordinate units.

On the basis of clear strategy, we should further choose the management and control mode.

The differences between the three control modes are as follows:

Financial management and control: the most decentralized management mode is generally applicable to undiversified enterprises without obvious leading industries.

With the sole objective of pursuing investment return and capital appreciation, there is no clear industry choice, and the maximization of company value is achieved through structural optimization of investment portfolio.

Strategic management and control: generally applicable to related industries.

In pursuit of core industry development, there are clear industry choices, pursuit of strategic portfolio optimization and coordinated development of investment business, and cultivation of strategic synergy effect.

Operational management and control: the most centralized control mode is generally applicable to single industry or enterprises in the early stage of diversification.

In pursuit of strict implementation of strategy implementation and management ideas, there is a clear leading industry, emphasizing the unity of the two level company's operation behavior and the overall coordinated growth of the group.

In fact, the control mode is not fixed, but should be designed according to the actual situation of the enterprise.

The financial, strategic and operational models are representative models. In the actual application of enterprises, they are not strictly according to the requirements of the model, but integrate the advantages and strengths of different models for the current situation and development requirements of enterprises, and form their own specific control mode.

Headquarters positioning is the location and function orientation of future headquarters management.

Generally speaking, the most important management, financial, personnel and strategic development rights of a large group's headquarters are "managing money, managing people and managing direction".

On this basis, in accordance with the needs of the group headquarters, increase the corresponding management content, for example

R & D management and so on, so as to eventually form a clear positioning of headquarters, and lay the foundation for subsequent division of powers and responsibilities.

Some people think that the difficulty of subordinate unit management lies in the subsidiary company with independent legal person.

In fact, the simplest way to manage such subordinates is to improve their governance structure.

Standardized management is established through the establishment of boards of directors, board of supervisors, Specialized Committee, managers and so on.

In this way, the group headquarters can participate in the operation of its subsidiaries from the board level through its own ownership relations, thus deciding major personnel appointment and removal, and formulating strategic plans, and fundamentally avoids the possibility that the subsidiary company of independent legal person qualification can become an independent kingdom detached from the group system.

Through headquarters and

Clear and reasonable division of powers and responsibilities to achieve orderly and efficient management.

Generally speaking, it is clear from the strategic planning, investment decisions, major project implementation, R & D management, market development, financing and capital operation, financial management, economic operation, asset management, risk management and prevention, human resources management and other management dimensions to clarify the responsibilities and obligations of headquarters and subordinate units, and make clear the division of decision-making power, examination and approval power and suggestion right of different management contents, so as to achieve effective coordination between headquarters and subordinate units, and prevent large-scale occurrence of management confusion.

On the basis of building a series of management platforms, we also need to strengthen.

Work.

That is to say, through a clear performance appraisal mechanism, it can constrain and guide the business operation of subordinate units. Moreover, by establishing a sound system management and management system, we will gradually realize the pformation from rule by man to system governance, so that daily management work can be followed up, and there is a legal basis to improve efficiency at the system level.

Good corporate culture can pform employee behavior from passive to active.

Building an excellent management culture within the enterprise will also help the headquarters to effectively manage subordinate business units.

Specifically, we can construct and improve the strategy from different levels and dimensions, such as strategic guidance, organizational identification and behavioral norms, so as to form a multi-level, multi-dimensional three-dimensional culture system, so that the staff of headquarters and subordinate units can act in coordination, coordination, implementation and operation, thus forming an active and effective implementation of the overall control requirements.