How many levels of group control are there for enterprises?

The first is the governance structure of the group enterprise. Whether there is only one legal person or several legal persons, the basis for the management and control of a group enterprise is based on national laws and social contracts. The legal and social contract defines the rights and obligations of both parties, which is commonly known as the relationship of interests.

For example, under laws and contracts, the ownership and management rights of the shareholders' meeting and the board of directors are established, and the management rights of the CEO or general manager are defined. The key to good governance of the group is to have a good governance structure (system design) and implement it to the letter. The boss is the boss, and the professional manager is the professional manager, and the relationship between the two is the entrustment of the right to operate, and generally does not involve the transfer of ownership.

Even if you are a general manager or CEO, if you want to "occupy the magpie's nest" by stealing and grabbing someone else's company, you will not only be morally condemned, but also severely punished by the social contract and even national laws. The same is true between legal entities within a group enterprise. Mature modern enterprises generally imitate Western democracy** and adopt a governance structure of "separation of powers", which solves this problem well.

The management entrusted with the management acts as a "servant", regardless of whether its "master" is a natural individual or a legal entity(s), and does not even need to know who the real "master" is, in order to serve the "master" faithfully.

The second is the operational level of the group enterprise. In the West at the end of the 19th century, in industrial enterprises that had grown in size and complexity, individual management was replaced by bureaucratic management, and industrial companies developed into multi-unit enterprises (conglomerates), and managers established strong central offices for the conglomerates. These offices are staffed by the C-suite, who are responsible for making major strategic decisions for the company, arranging future plans, and coordinating the work of different parts of the company.

This is the earliest prototype of control at the operational level of the group enterprise. At the operational level, there are a variety of problems to be solved in the group's management and control, including: how to integrate all branches and subsidiaries in various places into a unified management system; how to implement the Group's strategic management capabilities; how to export the group's management model for expansion; how to restrict, assess and motivate the senior management of the group's branches and subsidiaries; How the Group effectively monitors and ...... the operational realization of its branches and subsidiaries (business plan, capital management, senior personnel management, etc.).According to the degree of centralization and decentralization of the group, the specific mode of group management and control is roughly divided into centralized operational control, partial decentralized financial control, and intermediate strategic control.

The management level is divided into upper, middle and lower levels, and each level should have a clear division of labor.

The upper level is also called the top management or strategic decision-making level, and its main function is to implement unified command and comprehensive management of the organization from the perspective of the overall interests, and formulate organizational goals and policies.

The middle level is also known as the management team, and its main function is to achieve the overall goals of the organization, formulate specific management objectives for each functional department, formulate and select the implementation plan, steps and procedures of the plan, evaluate the production and operation results and formulate measures to correct deviations from the target.

The lower level, also known as the executive management or operational level, is primarily responsible for coordinating the work and implementation plans of the grassroots organization in accordance with prescribed plans and procedures. The functions of each management level can be described in terms of the "Anthony structure". This is a hierarchical structure of management proposed by the Sloan School of Management in the United States, which divides operation management into three levels:

The strategic planning level, the tactical planning level and the operation management level are equivalent to the main functions of the upper, middle and lower levels.

The design of the management hierarchy can generally be divided into the following four steps:

1. According to the vertical functional division of the enterprise, determine the basic management level.

2. Calculate the specific management level according to the effective management range.

3. Determine the specific management level in accordance with the requirements of improving organizational efficiency.

4. According to the characteristics of different parts of the organization, make local adjustments to the management level.

First, there are three levels of enterprise management:

The first level is the governance structure;

The second level is from the operational level;

The third is the specific issues of human resources, finance, production, supply and marketing, and HR management technology.

Second, the level of enterprise management:

Enterprise management is carried out in a hierarchical manner.

The first is the decision-making level, that is, the management level;

The second is the executive level, also known as management;

The third is the production layer, which is also the operation layer.

The management of the enterprise is the personnel at the above three levels, each with their own responsibilities and working hard, so that the enterprise can operate, win benefits, and continue to grow and develop. As the leader of the enterprise, we should fully understand the hierarchical nature of enterprise management and clearly define the responsibilities of each level.

And this kind of responsibility in a timely manner to supervise, inspect, assess, so that the enterprise management is in order, the work is orderly, to prevent eyebrows, beard grasping, mobilize the enthusiasm of all kinds of personnel, so that the enterprise to achieve better benefits.

A person does not dare to do bad things because he is afraid of the boss, and this company is ruled by man;

A person can't do bad things because there is no opportunity, and this company is the rule of law;

A person is reluctant to do bad things because he has never thought about it, and this company has no manuscript because of his heart.

To sum up, the rule of man is the power of the boss, the legal system is the power of the mechanism, and the rule of guessing the heart is the power of the corporate culture.

There are about 10,000 century-old enterprises in Japan and about 5 century-old enterprises in China.

Although many Chinese companies have been in business for many years, they still do not have a corporate culture, which is in stark contrast to American, German and Japanese companies.

Seven elements of excellent enterprise operation].

1.Strategy: Clearly go from ** to **.

2.Set goals: Break down the whole into parts, from the team to the individual, from the annual quarter to the month and Sunday.

3.Build an organization: gather sand into a tower, and expand the team's energy.

4.Change the mechanism: let everyone do it for themselves.

5.Whole budget: tilt towards value and cut towards waste.

6.Combing process: details determine success or failure, and the process is more refined.

7.Gather people's hearts: corporate culture educates people's hearts, motivates and drives manpower.

Ten questions that you must know to do business].

1.Is there an internal driving force for the overall growth of the business?

2.What kind of management method does the enterprise choose?

3.What is the relationship between the company and the market?

4.What should be the strategy of the company?

5.What is the cultural background of the company?

6.The core competitiveness of the enterprise?

7.How responsive is the business to the market?

8.Can the corporate vision be supported permanently?

9.Can the company truly transform or change?

10.Do you lay out for this change?

Brand Strategy Marketing Planning Explorer ——

The enterprise management level refers to the relationship and division of responsibilities between different levels of management institutions and functional departments within the enterprise. The setting of enterprise management levels is usually based on the size and nature of the enterprise, and there will be differences in the management levels set up by different types of enterprises.

The establishment of the enterprise management level is mainly to ensure the smooth operation of the enterprise and achieve the optimization and efficient realization of the enterprise goals. The management level of an enterprise is generally divided into three levels: senior management, middle management and grassroots management.

Senior management is primarily responsible for the overall strategic planning and goal setting of the company, as well as the communication and coordination between shareholders and the board of directors. Middle management is the specific implementation and implementation of the decisions made by the top management and the supervision and management of the grassroots employees. Grassroots management is mainly for the daily management and guidance of enterprise employees.

The establishment of enterprise management level can establish management responsibilities at different levels, realize the reasonable distribution of management power and the coordination of responsibilities, and ensure the efficiency and accuracy of the enterprise.

At the same time, the setting of the enterprise management level is also to reduce the power of a single functional department, and reduce the emergence of decision-making and blind orders out of thin air. The setting of the enterprise management level can ensure that the responsibilities of each department are clear and clear, and the efficiency of communication and coordination between them will be higher. The division of management levels can avoid problems such as unclear authority, unclear work field, and poor communication in the enterprise, and ensure the orderly management of the enterprise.

In short, the establishment of the enterprise management level is to adjust the internal management structure of the enterprise, realize the clarity of rights and responsibilities, the distribution of management responsibilities, and let the enterprise operate in an orderly manner. The continuous adjustment of the management level of the enterprise can better adapt to the needs of the enterprise and market changes, and ensure that the enterprise can maintain its own advantages and competitiveness in the highly competitive market environment. <>

Generally speaking, there are three modes: financial control, strategic control, and operational control. These three so-called management and control models are just a big concept of defeat, return and quarrel. It defines in principle the control interface between the parent company and the subsidiary, who is in charge of what, and to what extent.

But these three models are not a management system with operational significance, is the design of this management interface reasonable, is it designed according to the current questions or according to the future strategy, how to achieve this management? These three models are not an institutional system that can be exported and replicated by a group.

CLS believes that the management and control model is by no means a simple trichotomy: the management and control model is the concretization of the management and control system, and it cannot be simplified and classified by the trichotomy (financial control, strategic control, and operational control), and the tripartite rule can only be used as a macro principle; The real management and control model should be able to guide the operation of a specific type of company, otherwise it can only be a theoretical model; The design of the management and control model must be hierarchical; The management and control model must be oriented; The design of the management and control model is an institutional design that amplifies the group effect, amplify the capital multiple, and dissipate the internal friction; The management and control model is a dynamic system that evolves according to the maturity of the company; The formation of the management and control model is the result of the accumulation of organizational IQ and the evolution of the system. The evolution of the management model is a process of resolving new contradictions.

Answer] :(1) The meaning of enterprise group control. Group control refers to the management control of an enterprise group.

It refers to the activity process of integrating the group's resources and coordinating the actions of the group's members under the guidance of the overall development strategy of the enterprise group, within the framework of certain property rights, corporate governance and its organizational structure, to integrate the group's resources, coordinate the actions of the group's members, and achieve the group's strategic goals. The concept of "group control" highlights the connotation of the traditional concept of "management", that is, the important position and role of "control" elements in the management activities of enterprise groups among the elements of planning, organization, command, coordination and control.

2) The meaning of the control model. The control model refers to the standard mode of management control, that is, the behavior mode that is generally accepted by people and can be implemented with reference. The management and control mode is the relationship between the form and content of the family, and the management and control mode of the enterprise group is the specific manifestation of its management system.

Answer] :(1) Basics of control. The basis of control is the corporate governance system, which refers to a set of rules and related institutions that regulate the relationship between shareholders and managers, controlling and non-controlling shareholders, shareholders and stakeholders, so as to ensure that the company maximizes the value of the company after fulfilling its financial and other legal and contractual obligations.

These rules form the basis for the establishment of the management and control system, and put forward the basic prescriptiveness of the basic mode of group control.

2) Control system. The management and control system includes the group's strategy, organizational structure and management model. The group's strategy drives the organizational structure, and the organizational structure drives the management and control model, because the strategy determines the structure, the structure supports the strategy, and the management and control model constitutes the Yunsenheng nonsense mechanism of the organizational structure.

3) Functional and business control. Functions and business control are specific control contents from the perspective of various functions and businesses of the group. The necessary contents of group control include:

Strategic control, i.e., the group's strategy formulation and implementation control; Financial control, including group fund management, investment management, asset management, tax planning, etc.; Human resource control, that is, the whole process management of the group's human resources. At the same time, the following 6 contents can also be selected according to the conditions: R&D control; **Chain control; marketing control; brand control; Blocking process control; budget control, etc.

4) Control mechanism. The control mechanism is a means to implement the control functions and business and ensure the realization of the Group's strategic objectives, mainly including strategic planning, business plan, budget evaluation, business evaluation, management reporting system, performance management, audit and supervision, business management and horizontal management.

5) Control the environment. The control environment is the environmental conditions that affect and restrict the design and operation of the group's control.