The Problem Of Modern Enterprise Management

As the value maximization rises to the overall management idea of the company, value management, as a goal of creating value and achieving value growth, follows the value concept in the company's management and financial management.

Based on the rules and rules of value growth, we explore the operation mode and management technology of value creation, and gradually become the best mode of modern management practice.

In 1985, Potter put forward the idea of value, value chain and value management in the "competitive advantage". He has made great progress in the past 20 years, and has been listed as a modern advanced management idea, and has become an effective tool to study competitive advantage.

But most of them are based on static concept analysis and normal description of enterprise value management, mainly aiming at how to locate value and create value at certain time points.

There are some differences between reality and Potter's theory construction, because enterprises are always in a complicated and dynamic environment, and the trend of change is getting faster and faster. Therefore, enterprises must carry out value management in the dynamic process.

It focuses on how to maximize the overall value of enterprises in the process of time change, that is, how to continuously create value and increase the overall value of enterprises. This is the value management of enterprises in the process of time change.

Obviously, after introducing the time variable, it is necessary for us to make a new discussion on the basis of Potter's theory of competition and expand the theoretical research of enterprise value management -- focusing on creating value continuously and increasing the overall value of the enterprise itself, so as to make the theory closer to the real world.

A core view of modern enterprise theory is that the enterprise is a series of (incomplete) contracts (nexus ofincomplete contracts), which is a way of pactions between people.

An enterprise is a set of contracts that are composed of different input elements, which may be explicit or implicit.

Different factors may have different preferences, capital, skills, information and endowments. The rational elements have the participation of the main body in the contract of the enterprise, and contribute their resources to the enterprises to try to get rewards from the operation of the enterprises.

This group of contracts govern all kinds of pactions that happen in an enterprise, so that the paction costs incurred within the enterprise are lower than those incurred by the market in organizing these pactions.

However, because of the complexity of the real world, the bounded rationality of the economic man and the influence of opportunism, this group of contracts is usually incomplete. Therefore, compared with the market, the contract of an enterprise is an incomplete contract.

In order to make up for the low paction costs and make up for the incompleteness of the enterprise contract, it is necessary to have a control mechanism within the enterprise to make up for the incompleteness of the enterprise contract so as to ensure the normal operation and development of the enterprise, which can be regarded as the essence of the internal control of the enterprise.

Lin Zhong believes that internal control should be a fundamental system to coordinate the mutual interests of the stakeholders and guarantee the specific interest mechanism of the various stakeholders.

In fact, in order to make up for

The incompleteness is still for coordination.

Mutual interest relations, thus ensuring the specific interests of various stakeholders, are inseparable from the joint governance of stakeholders by enterprises.

In the intricate interest relationship involving stakeholder governance, enterprises should take account of their different main interaction objects and make their own positioning.

The most important thing is that enterprises should avoid conflicts with their partners in value orientation so as to ensure long-term and stable cooperative relations.

At the same time, enterprises must consider their social environment, especially the cultural tradition and value orientation of the society. The value concept of enterprises should conform to the social value orientation.

In the new economy and new era, how to create value and realize the harmonious distribution of value under the co governance of stakeholders, how to understand and grasp the functions of internal control becomes the key. At the same time, it is also an important means to cultivate and enhance the core competitiveness of enterprises and achieve sustained growth.

To sum up, integrating closely related internal control and value management into one and promoting the value of an enterprise as a whole is an important theoretical topic.