1. The CEO is the general manager of the company's daily operation and management activities and the CEO of the company. The chairman is the core figure of the board of directors, responsible for supervising the management and organizing the work of the board of directors.
2. The more mature the corporate governance structure, the more equal and mutually restrictive the relationship between the chairman and CEO.
3. Their rights and responsibilities are related to the situational factors of the company. Knowing their position in the company will help us understand the development stage and management needs of the company.
4. Power is a game, and the most beautiful story is always evenly matched.
Second, why does the manager always fight with the boss?
1. The emergence of professional managers has brought about the principal-agent problem of the company, triggered the phenomenon of insider control, and harmed the interests of other external shareholders;
2. The high psychological affiliation of managers will also pose a threat to major shareholders;
3. The defects of the manager system itself can be remedied by three corporate governance mechanisms: supervision, selection and encouragement.
In fact, there are two kinds of people who need to be restricted. One is those who deliberately do bad things, and the other is those who think they have done good things.
Third, what is an excellent professional manager?
Professionalization can include three dimensions: professional skills, professional attitudes and professional ethics.
Professional attitude refers to the heartfelt recognition and love of one's work and willingness to make sacrifices for the cause.
People with professional ethics respect contracts, not necessarily written contracts, but a kind of contract spirit.
A simple criterion for judging whether to abide by professional ethics is whether professional managers and old employers can appreciate each other after breaking up. If they don't abide by the spirit of the contract, being accused is an inevitable result and it is impossible to appreciate each other.
How to choose a professional manager;
1.Harness's professional skills, good professional attitude and strict professional ethics are the three standards of excellent managers and the three dimensions of "professionalism";
2. Being able to gain the trust and loyalty of others is a standard advocated by academic circles, and it is also the direction that companies need to grasp when selecting people;
Professional people are similar, and unprofessional people are unreliable. Say to the people in the workplace around you: You are really professional, which is the highest praise for him.
4. Why are executive salaries getting higher and higher?
1, the high salary of executives makes sense.
2, executive compensation is too high, especially when the performance declines, which is unreasonable and needs attention.
3. The issue of executive compensation is essentially a governance issue. In addition to the constraints of internal forces, external governance means will also play a role.
Wage is the result of the game. The outcome of all games depends on who has such a sword in his hand.
5. Why did the executive equity incentive fail?
The first reason why equity incentive is important is that it can shorten the principal-agent chain.
The second reason is that equity is a long-term incentive, which can make up for the shortage of short-term incentives.
The salary system has obvious convergence effect. In other words, in the same industry in the same region, if one enterprise uses equity incentives, it will be difficult for other enterprises not to use them, otherwise talents will be concentrated in this enterprise.
The third reason for equity incentive is to save wage costs and deal with talent grabbing.
Viewing equity incentive from the perspective of human resources
1, performance appraisal thinking.
2. Value evaluation thinking.
3. "Dynamic motivation" thinking. Set the equity incentive period, and readjust the equity incentive plan after the period. Constantly activate executives.
4. Talent echelon thinking.
5. The whole incentive process needs management communication thinking.
Summary:
1. Equity incentive can shorten the principal-agent chain and is a long-term incentive means.
2, equity incentive is to use tomorrow's money to motivate people now, is to use the money in the capital market to motivate people in this enterprise, which is difficult to achieve with other incentive tools.
3. On the one hand, we should strengthen internal and external governance to deal with the negative problems caused by equity incentives, on the other hand, we should introduce the idea of human resource management.
4. Remember that the essence of equity incentive is "incentive".
Motivation is to satisfy people's infinite desires with limited resources-rules are more important than anything else when using limited against infinite.
6. Mixed ownership: Where is the way to reform state-owned enterprises?
Regarding the necessity of property right reform, the government's attitude is to vigorously promote the reform of mixed ownership.
Should state-owned enterprises separate government from enterprise? The attitude of the government is that there is no need to completely separate, but the boundary between administrative governance and corporate governance should be clear, and at the same time, the reform of classification should be done well.
Seven, rich but three generations is the fate of inheritance?
Advantages of family business:
1, trust.
2. Compared with professional managers, family members cherish the honor and historical position of the family, pay more attention to the long-term interests of the company, make a longer-term strategic layout and maintain the social network.
3. Family members have a high degree of control over the company, which can improve the efficiency of decision-making.
The reason why family business is difficult to inherit.
1, family governance and corporate governance are intertwined, and family feelings affect the normal operation of the company.
It is difficult to choose a successor.
How to solve the problem of difficult inheritance?
1. Separate family governance from corporate governance;
2. Do a good job in cultivating successors and continuing the entrepreneurial spirit.
Summary: Family business is not a backward governance model, its problem is inheritance. Family enterprises should have a long-term plan to train successors and pay attention to the inheritance of entrepreneurial and innovative spirit.
Family relations can also be institutionalized, and non-institutionalized family relations create feuds between giants. Institutionalized family ties make a century-old shop.
Eight, to prevent insider control or "out of control"?
Human capital premium has become the main factor to promote economic growth.
1, high-quality companies with scattered shares are particularly vulnerable to hostile takeover, which is actually an important governance means to prevent insider control.
2. Under the background of the relatively rising status of human capital, hostile takeover may also bring adverse effects to the long-term development of the company.
3. When human capital and monetary capital can compete, the ultimate winner depends on the bargaining power of both parties.
The development history of the company for hundreds of years is a game history of human capital and monetary capital. Today, we stand at a turning point in history. Remember, the enterprise won not at the starting point, but at the turning point.
9. Why hasn't the principle of shareholder supremacy been replaced?
Stakeholder theory challenges the theory of shareholder supremacy, but it can't replace shareholder supremacy because it is inoperable. However, this is a value worthy of promotion, which makes our world a better place. Even from a pragmatic point of view, paying more attention to stakeholders will bring benefits to the company.
The relationship between stakeholder theory and enterprise financial performance is inverted U-shaped. In other words, to assume a certain degree of social responsibility, it is necessary to slow down, and it is impossible to assume social responsibility and completely give up the interests of shareholders.
Being a company just for profit often leads to no profit. A great company must pursue beyond profit, and profit is the logical result.
X. Company tenet: Why put customers first?
Customers are fair to shareholders first, even to all stakeholders, because customers are a very special interest group. Only when they pay the bill and create more value increment can the company better meet the interests of various interest groups.
A customer-oriented company, like a person who has left the stage of food and clothing, has a higher pursuit. Its business logic will take solving social problems as the starting point, and making customers satisfied is his greatest social responsibility. As long as he doesn't lose money, the business will continue, and it won't care about profits.
If the company's goal is to solve a social problem, its pattern will become very large, and it will not only pursue short-term interests, but also work hard on brand, talent, innovation and management.
Under the principle of shareholder first, managers serve shareholders, but under the principle of company first, managers serve the company itself, and the purpose of the company is to solve social problems and pursue customer value. Therefore, managers should try their best to create a long-term mechanism to win customers and create market performance. Only in this way, managers are really good for the company, not just for shareholders.
Companies that pursue the supremacy of the company have very different spiritual temperament and business logic from those we usually see. Specifically, there are several common characteristics: first, leaders have a sense of mission and a big pattern beyond profits, and they have a strong style that is not dominated by capital; Another feature is that they value the long-term healthy development of the company most, so they are willing to invest in innovation, brand, talents and mechanism construction.
It's not that they don't value profit, but that they think profit is only a result, not the purpose of the company's existence. Companies should give priority to solving social problems and creating customer value.