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我国的私营企业经过近二十年来发展,资本积累已达到一定规模,成为国民经济的重要组成部分,那么完成了资本原始积累以后的私营企业,如何进行更有效的健全组织机构和经营管理,使其在日趋激烈的市场竞争中不断发展壮大,成为一个亟待解决的问题。目前我国的私营企业,具有机构精干、非生产人员少、多方兼顾等优点。但是,也存在妨碍其健康发展的弊端,主要表现以下两个方面。一是依靠嫡亲管理企业,在许多私营企业中的关键岗位,都由企业主本人或企业主的亲朋好友担任,一般不允许自己小圈子以外的人插手,以此牢牢控制企业活动。这种依赖嫡亲管理在私营企业中约占95%左右。
After the development of private enterprises in China over the past two decades, capital accumulation has reached a certain scale and become an important part of the national economy. Then, after the completion of the initial accumulation of capital, how can private enterprises conduct more effective organizational and operational management? Its constant development and expansion in the increasingly fierce market competition has become an urgent issue to be solved. At present, China’s private enterprises have the advantages of lean organization, few non-production personnel, and multiple considerations. However, there are also drawbacks that hamper its healthy development, mainly in the following two aspects. First, relying on pro-parental management of enterprises, key positions in many private enterprises are held by relatives or friends of business owners or business owners, and generally do not allow people outside of the small circle to intervene in order to firmly control corporate activities. This reliance on parental management accounts for about 95% of private enterprises.