How to strengthen enterprise management in small and medium-sized private enterprises.

Small and medium-sized private enterprises expand and manage modern enterprises

Private enterprises in China are accustomed to the family management mode and implement extensive management. For example, Netease Ding Lei and Ding Bo brothers are located in Beijing and Shanghai respectively; Li Guoqing and Yu Yufu from Dangdang Bookstore served as co-presidents. As far as the source of funds is concerned, the investors of private enterprises are usually related by blood and relatives, and its founder * * * shares * * and takes risks. There are also some advantages in management. Small and medium-sized private enterprises prevail in the United States, but it took 100 years to evolve into modern enterprises, while the contemporary small and medium-sized private enterprises in China have only a development history of more than 30 years. In addition, the system of parental authority, the internal friction caused by family disputes and the system of cronyism are the bottlenecks of the sustainable development of enterprises. Therefore, it is particularly important to study the small and medium-sized private enterprises in China, analyze the problems existing in their extensive operation, and put forward the main strategies for improvement and optimization.

First, the management of small and medium-sized private enterprises in the process of development and growth

1, start-up period-narrow financing channels

Due to distrust of the outside world, small and medium-sized private enterprises have obvious endogenous financing preferences. At the same time, the internal management of small and medium-sized private enterprises is generally irregular and the social trust is low, which affects the reputation of small and medium-sized private enterprises. Therefore, banks have stricter control over loans to small and medium-sized private enterprises, which leads to difficulties in lending to small and medium-sized private enterprises. There are also small and medium-sized private enterprises, unlike joint-stock companies, which can raise funds quickly by issuing common shares and bonds to the society when they need funds. If a large number of ordinary shares are issued, the proportion of shares controlled by the family may be reduced, thus losing control of the company. Moreover, small and medium-sized private enterprises generally bear unlimited responsibilities. Once they make mistakes in management, they will be heavily in debt, unable to develop their enterprises and lose the opportunity to turn over.

2, expansion period-the system is not standardized

We know that entrepreneurs of small and medium-sized private enterprises are often complacent and lack of innovation after making certain achievements, which makes the development of enterprises stagnate. On the surface, the family management system makes small and medium-sized private enterprises lack effective supervision mechanism. Small and medium-sized private enterprises are family or family entrepreneurs and trust each other. Members are undefended and think that the same family will not be immoral. However, due to the unequal status of family members in the enterprise, uneven distribution of rights and interests, and different levels of respect of employees, conflicts will inevitably arise between them. What followed was the immoral behavior of family members in the enterprise. It can be seen that with the expansion of enterprise scale, the lack of enterprise system norms is more and more obvious, and it is unsustainable to rely solely on the trust and loyalty between family members. Even if the enterprise has been transformed into a modern company, its essence is still the family management mode in the entrepreneurial stage, and it is still in the state of integration of decision-making, implementation and supervision. The shareholders' meeting, the board of directors and the board of supervisors exist in name only, and the members of the three meetings are mostly family members or family members. This kind of enterprise will attract talents to a certain extent, but it can't keep talents, because in the end he found that the enterprise was firmly controlled by the family and outsiders could not integrate at all.

3. Maturity-unclear property rights

The property right characteristics of small and medium-sized private enterprises in China are mainly unitary property right structure with individual property right or family property right as the main body. Because of its special cohesion within the family, it played an important role at the beginning of the enterprise, and naturally separated the enterprise from the outside world in terms of property rights. This has laid a hidden danger for the future development and growth of the enterprise. Once the consanguineous relationship within the enterprise cannot be maintained under the drive of economic interests, various contradictions such as the distribution of responsibilities, rights and interests within the enterprise will intensify, leading to the failure of the enterprise to operate normally.

4. Decline-the problem of inheritance.

At present, the popularity of "rich second generation" is due to the problem of family inheritance. Small and medium-sized private enterprises are mostly owners' personal property rights with personal property rights or family property rights as the main body. Owners, operators, managers and producers are trinity or quaternity. At the same time, due to the infiltration of family management, investment behavior lacks long-term planning, and short-term behavior is more serious. It is often "parents" who make decisions subjectively and arbitrarily based on personal experience, which increases the risk of decision-making. What's more, when small and medium-sized private enterprises develop to a certain stage, that is, when old entrepreneurs are about to quit their business posts, choosing the right successor has become a key issue related to the success or failure of enterprises. However, if the successor chosen by entrepreneurs does not have the ability to lead an enterprise, especially in sharp contrast with entrepreneurs, even worse than some managers, and cannot become the core of the enterprise, it will make the enterprise lack cohesion, and even make some outstanding employees have bad expectations for the future and quit early. This kind of enterprise successor selection mechanism makes outstanding people outside the circle lose the motivation to continue their efforts. There are also some small and medium-sized private enterprises, and there are usually several children at home. As far as the tradition of China is concerned, the eldest son generally has the right of inheritance. If other children have more talents than the eldest son, there will inevitably be a dispute over rights.

Second, optimize the management mode of small and medium-sized private enterprises and implement modern enterprise management measures.

1. broaden financing channels

According to the experience and lessons of the development of small and medium-sized private enterprises in China, in order to ensure the sustainable operation of small and medium-sized private enterprises, entrepreneurs should learn from Japanese small and medium-sized private entrepreneurs, be bold in innovation, be brave in implementing the relative division system of property and gradually replace the equal division system of property.

(1) appropriately reduce the family shareholding ratio through various channels. In order to establish a modern enterprise system, become bigger and stronger, and realize sustainable development, enterprises must optimize the shareholding structure of small and medium-sized private enterprises, dilute family ownership, and establish a scientific and reasonable shareholding structure. Ownership transfer is the main measure of equity socialization. There are many channels to reduce the family shareholding ratio in China: appropriate sale of shares controlled by family members, listing, joint venture, capital increase and share expansion, asset replacement and so on.

(2) Employee stock ownership plan. Employee stock ownership plan refers to a new form of equity in which employees in an enterprise subscribe for part of the company's equity and entrust a specialized agency to manage and operate. Employee stock ownership will represent the controlling employees to enter the board of directors to participate in voting and dividends. Employee stock ownership plan is an employee incentive plan, which can not only improve the ownership structure of enterprises, mobilize the enthusiasm of employees, and thus promote the development of enterprises; Moreover, ESOP can also be combined with corporate governance. Through employee stock ownership, participating in corporate governance and changing the organizational structure of corporate governance, we can improve production efficiency and improve the company's decision-making mechanism.

(3) Management holds shares. Some small and medium-sized private enterprises in China boldly draw lessons from international advanced experience and make some useful attempts in implementing management shareholding and effectively motivating professional managers. Management shareholding can be realized in the following ways: first, management shares; The second is direct shareholding; Third, futures stocks; The fourth is deferred payment.

2. Establish a standardized enterprise organization.

At present, according to the present situation of small and medium-sized private enterprises, most of them are not worthy of the name. Although the organizational form has always been a company, the organizational structure has not been established or is like a dummy. To establish supporting institutions, we need to pay attention to the following aspects: First, the composition of the three associations. Because the shares of small and medium-sized private enterprises are mostly held by families, the members of the three associations are mostly family members, which makes the three associations essentially become family meetings. Therefore, it is required to limit the number and proportion of family members in the board of directors when establishing the three meetings, in which the number of family members shall not exceed1/3 of the total number of directors of the company; Members of the board of supervisors can be family shareholders with corresponding abilities, because they, as owners of enterprises, have the motivation to supervise the managers of the company. Second, about the independent director system. With the further clarification of property rights and the dispersion of equity, especially the original property rights background of small and medium-sized private enterprises, the original family occupies most or even 100% of the shares. In the process of decentralization of small and medium-sized private enterprises, monopoly will inevitably occur, and the interests of decentralized investors can only be safeguarded by independent directors. The selection of independent directors is nominated by diversified investors or openly recruited in the professional manager market. Independent directors who cannot safeguard the interests of the majority of small and medium-sized investors, or who have obvious dereliction of duty in the decision-making process, may be dismissed or investigated for legal responsibility. The restriction on independent directors is the same as that on professional managers, but the improvement of their own quality is mainly guaranteed by the perfection of the system and the perfection of the judicial system. Third, the composition of the board of supervisors. As the highest management decision-making body, the board of directors also needs supervision, and with the decrease of family members in the board of directors, it is also necessary to prevent the family interests from being eroded. The supervisory body is undertaken by the board of supervisors, and the family members who are not among the directors have the highest enthusiasm. This also opens the way for family diversion.

3. Vigorously cultivate institutional investors.

Under the condition of market economy, in order to give full play to the positive role of institutional investors in corporate governance, we should vigorously cultivate various types of institutional investors and increase their proportion in China's securities market as soon as possible: first, vigorously develop open-end funds; The second is to cultivate pension funds and insurance funds; The third is to introduce new strategic investors. These three ways can enable small and medium-sized private enterprises to widely absorb funds from social strategic investors, social Public Offering of Fund and various funds, which is a better form to realize equity diversification. However, because China still adopts strict examination and approval system for enterprise listing, it has not been widely adopted, especially for private enterprises. But in the future, as the policy becomes more and more relaxed, more private enterprises will have such opportunities. Equity diversification is not afraid of more shareholders, but the more the better. As long as you are willing to contribute, whether it is an institution or an individual, whether it is domestic or foreign, you can become a shareholder. Only in this way can we fully absorb and utilize social funds, strengthen the capital strength of enterprises, and reduce the asset-liability ratio and operational risks.

4. Realize the professional management of enterprises.

The establishment of professional manager management mode is the essential embodiment of the transformation of small and medium-sized private enterprises from "managing enterprises with people" to "managing enterprises with systems". Small and medium-sized private enterprises have developed to a considerable scale, especially when the competition is fierce and the scale of enterprises is expanding day by day, the question of whether entrepreneurs and family members who meet the needs of enterprises can continue to become entrepreneurs or managers appears. If entrepreneurs are not qualified as competent operators and can no longer control and direct the sustainable development of the whole enterprise, then their best choice is to choose the most capable operators and professional managers for the company from the operator market. Hiring professional managers to manage enterprises can avoid the interference of interpersonal relationships, and small and medium-sized private enterprises can smoothly enter the stage of system management and realize management innovation.

In short, in the process of sustainable economic development in China, small and medium-sized private enterprises are the adaptive choice and the main force to promote the marketization of China. However, it takes a long time for small and medium-sized private enterprises to transform into modern manager enterprises. I hope this research can provide some reference for the self-construction and development of the government and small and medium-sized private enterprises.