Facing the increasingly competitive market, collectivization, specialization and large-scale development are the only way to improve market competitiveness. Therefore, the system construction, management mode and control system of the parent-subsidiary company will be the premise and foundation for the successful development of the group company.
Introduction to the traditional "three-way" of Red Sea Consulting and the management and control system of compound group
The management and control modes of finance, strategy and operation under the "three-division" theory in the 1980s were only group management and control based on control orientation. The main problem of dichotomy is to make management and control unrecognizable, and simply replace the design of management and control system with management and control mode. Each sub-module and operating system lack the overall design.
Simplify the application and solving problems managed and controlled by the group. Management and control should not only solve the problems of organization, process and coordination, but also solve the problems of the operation of giant organizations of central enterprises, the competitiveness of state-owned enterprises under the constraints of systems and mechanisms, and the creation of core competitiveness of monopoly industries.
It must be recognized that the dichotomy can not only guide the construction of management and control system, but also be a simple decomposition method. The separation method can physically handle the object and simplify the situation of the object, but it does not really solve the problem.
FREQUENTLY ASKED QUESTIONS
1. The corporate governance structure of the group company is imperfect and lacks effective incentive and restraint mechanisms;
2. There are defects in the organizational structure of the group company, the strategic management ability of the headquarters can not be exerted, and the group model exists in name only;
3. The organizational structure of the group headquarters and the department settings of branches and subsidiaries are not suitable for the requirements of management and control, or the efficiency is too low;
4. It is difficult for headquarters to effectively monitor the operation of branches and subsidiaries (business plan, fund management, senior personnel management, etc.). );
5. The management rights and responsibilities of the headquarters, branches and subsidiaries are unclear, and the authority boundaries of the parent and subsidiary companies are unclear;
6. The headquarters failed to formulate effective management plans on key management issues such as how to control, assess and motivate the senior management of branches and subsidiaries;
7. The financial management of branches and subsidiaries is out of control, and the audit control system of headquarters for branches and subsidiaries is chaotic;
More molecular company management and control models, please come to the Red Sea.