How to improve the state-owned cultural assets management system

The reform is undoubtedly a major step forward, a relatively effective solution to the "block and block" management system in the "strip" problem, will greatly accelerate and promote the integration of China's news publishing industry and radio and television industry, the integration of the media industry, mergers and reorganization will be carried out in large quantities. Will be a large number of development, due to China's traditional media is basically state-owned assets, which requires the establishment of a perfect contributor system, to ensure that the contributor is not missing, not offside and not good, that is, in accordance with the requirements of the party's eighteen report, improve the management system of state-owned cultural assets. The current situation of China's state-owned cultural asset management system is not optimistic. Although the media industry income scale, asset management tasks, such as 2011 China's total advertising revenue of up to 312.555 billion yuan, but due to China's traditional media units with strong ideological attributes, and for a long time to take the "enterprise management of institutions" management, assets basically to take the assets of institutions, in terms of asset management, the management of the state-owned cultural assets. However, due to the strong ideological attributes of China's traditional media units and the long-standing management style of "enterprise management of public institutions", the assets are basically the assets of public institutions, and the management style of assets management is lackluster: there is a lack of unified supervision and management organization of China's cultural state-owned assets; the responsibilities of the supervisory and management organization of state-owned cultural assets are unscientific and unclear; and there exists a "one share of state-owned shares or one share of state-owned shares is dominant" equity structure and many other problems. The management of state-owned cultural enterprises by state-owned cultural asset management organizations is characterized by the "exclusive possession of one state-owned share or the dominance of one share". The establishment of a unified supervisory and management committee for cultural state-owned assets should set up corresponding supervisory and management organizations at the central financial department, provincial financial departments and municipal financial departments, so as to effectively fulfill the responsibilities of contributors. First, on the basis of the office of the leading group of supervision and management of state-owned assets of central cultural enterprises, a unified supervisory and management committee of cultural state-owned assets should be set up. The central cultural enterprise state-owned assets supervision and management leading group office was established more than one year, has achieved a lot of successful experience, therefore, can expand the existing central cultural enterprise state-owned assets supervision and management leading group office of the institutions and functions, the establishment of the central government and the local government on behalf of the state to perform the duties of the funder, enjoy the rights and interests of the owner, the rights, obligations and responsibilities of the unified cultural state-owned assets supervision and management committee, in order to effectively fulfill the responsibilities of the funder. Supervision and management committee of cultural state-owned assets, in order to effectively fulfill the responsibilities of funders. Because of the ideological attributes of cultural state-owned assets, it is suggested that the committee should still be established under the Ministry of Finance, and be coordinated and managed by the Central Propaganda Department and the Ministry of Finance. In addition, a "three-tier management" system should be established in accordance with the principles of "state ownership, hierarchical management, authorized operation, and division of labor and supervision". A perfect institutional setup is a prerequisite for the effective fulfillment of funder's duties, therefore, corresponding supervisory and management institutions should be set up at the central financial department, provincial financial departments and local and municipal financial departments in order to effectively fulfill the funder's duties. Of course, the establishment of cultural state-owned assets supervision and management committee is the institutional guarantee of the three-level management system. Clearly state-owned cultural assets supervision and management agency's duties should be fully considered not only the state-owned cultural enterprises and other state-owned cultural enterprises **** nature, but also to consider their own characteristics. Second, scientifically define the duties of the state-owned cultural assets supervision and management institutions. Firstly, since state-owned cultural enterprises have to consider both social and economic benefits, and the vast majority of them have both business and operational assets, it is necessary to take into full consideration both the ***ness of state-owned cultural enterprises and other state-owned cultural enterprises and their own characteristics, and to realize the organic combination of the management of state-owned cultural assets and the competent hosts and other relevant systems, by adopting the following two approaches: the first approach can be taken The first approach can be taken as follows: the first approach can be taken as the approach of sub-administration of authority, i.e., personnel shall be managed by the Ministry of Publicity, the state-owned cultural asset management agency and the organization department*** together, major matters and decision-making shall be the responsibility of the state-owned cultural asset management agency, assets shall be the responsibility of the state-owned cultural asset management agency, and the orientation shall be the responsibility of the Ministry of Publicity and the relevant competent hosting unit. The second approach is to establish a joint institutional approach to joint supervision and management by the state-owned cultural assets management agency, the Ministry of Publicity, the Ministry of Organization and the relevant competent authorities. Secondly, drawing on the experience of the State-owned Assets Supervision and Administration Commission of the State Council, the duties of the Cultural State-owned Assets Supervision and Administration Commission are determined as follows: (1) to perform the duties of an investor under the authorization of the Ministry of Finance, in accordance with the Chinese People's **** and the State Company Law, and other laws and administrative regulations, to provide guidance on advancing the reform and restructuring of the state-owned cultural enterprises; to supervise the preservation and enhancement of the value of the state-owned assets of the supervised cultural enterprises, and to enhance the cultural management of state-owned assets; to promote the construction of modern enterprise system and improve the corporate governance structure of state-owned cultural enterprises; to promote the strategic adjustment of the structure and layout of the state-owned cultural economy. (2) To send supervisory boards to some large state-owned cultural enterprises on behalf of the State; to be responsible for the daily management of the supervisory boards. (3) Appointing, removing, evaluating and rewarding or punishing the persons-in-charge of state-owned cultural enterprises in accordance with their business performance through statutory procedures; establishing a mechanism for selecting and employing personnel in accordance with the requirements of the socialist market economic system and the modern enterprise system, and improving the system of incentives and restraints for operators. (4) To supervise the preservation and appreciation of the value of state-owned assets under its supervision through statistics and auditing; to establish and improve the system of indicators for preservation and appreciation of the value of state-owned assets, and to formulate assessment standards; to safeguard the rights and interests of state-owned asset contributors. (5) To draft laws and administrative regulations on the management of state-owned cultural assets and formulate relevant rules and regulations; to guide and supervise the management of local state-owned assets in accordance with the law. Define the scope and content of the supervision and management of state-owned cultural assets The state-owned cultural assets management organization should manage the state-owned cultural assets in the sense of "big culture". Third, clearly define the scope and content of the supervision and management of state-owned cultural assets. Firstly, the state-owned cultural assets management organization should realize unified management of state-owned cultural assets, managing both the corresponding business assets and the corresponding business assets. In specific management, the state-owned cultural asset management agency can authorize all assets including institutions to the operating company established to be responsible for the operation, as for the business assets, the institutions responsible for the business assets and the operating company to sign the corresponding entrustment agreement, in order to ensure that the value of the business assets to maintain and increase the value of the assets. Secondly, the state-owned cultural assets management organization should manage the state-owned cultural assets in the sense of "big culture", including broadcasting and television industry, press and publishing industry, performing arts industry, animation industry, as well as the Internet and other emerging industries. Adopting scientific and reasonable management methods to realize the diversification of the equity structure of state-owned cultural enterprises through listing and other financing methods, and solving the problem of monopoly or dominance of one share in state-owned cultural enterprises. Finally, the state-owned cultural enterprises to adopt scientific and reasonable management methods. First, realize the socialization of state-owned cultural capital. On the one hand, further relax the scope and depth of the private economy's entry into the cultural field, except for the fields with particularly strong ideological attributes, the party newspapers, party magazines, party stations and party networks at the central and provincial levels, all of which should be allowed to allow private capital to enter. On the other hand, diversification of the equity structure of state-owned cultural enterprises should be realized through listing and other financing methods, so as to solve the problem of one share monopoly or one share dominance of state-owned cultural enterprises. Secondly, a sound corporate governance mechanism should be established. It is necessary to establish a scientific shareholders' meeting, board of directors and supervisory board and other relevant institutions to achieve effective checks and balances between different institutions, thus improving the scientificity and effectiveness of decision-making, as well as to better realize the independence, specialization and standardization of the board of directors through the introduction of high-quality independent directors, so as to effectively safeguard the rights and interests of small and medium-sized shareholders. Third, establish and improve the entrepreneurial market and strengthen the market evaluation mechanism. As China's market economic system is still imperfect, there is a lack of perfect professional managers market, not to mention the market of cultural entrepreneurs. This leads to the lack of evaluation and screening mechanism for cultural entrepreneurs, and at the same time, due to the high scarcity of cultural entrepreneurs lead to a complete imbalance between supply and demand, many foreign cultural giants at all costs to poach, but also lead to the imbalance of supply and demand of traditional cultural enterprises entrepreneurs. Entrepreneurs, as an important production factor, should accordingly form an entrepreneurial market. Through the establishment of entrepreneurial market, through the market-oriented flow of entrepreneurs, to achieve the social environment of making the best use of talents. Cultural enterprises select operators through open recruitment and other means in a market-oriented manner, with funders and experts representing the interests of the funders being the main body of the selection of operators, and entrepreneurs are given appropriate forms of remuneration. In addition, a market-oriented evaluation mechanism must be adopted to evaluate cultural entrepreneurs, i.e., market performance and the market value of assets are used as the core criteria to test and evaluate entrepreneurs, and a market evaluation mechanism for entrepreneurs is established. The funders have the right to select and dismiss the operators based on the market performance of the entrepreneurs through legal and reasonable ways. Fourth, realize the diversification of the sources of cultural entrepreneurs. At present, the leadership of cultural enterprises on the one hand is mainly directly appointed by the higher level, and seldom take the market selection and recruitment means, on the other hand, more from the editorial team selection, and seldom from the management team selection. The main reason for this is that the development of the cultural industry is relatively lagging behind and the cultural industry is self-contained system, relatively closed and other characteristics, as well as cultural enterprises within the existence of a serious emphasis on editorial light management, resulting in the lack of entrepreneurial class as a whole. To realize the diversification of the source of cultural entrepreneurs, one should break the way of cultural entrepreneurs directly appointed by their superiors, and use more market-oriented selection and recruitment mechanism. China's current group of cultural entrepreneurs is seriously lacking, even if the general business management talent is also extremely lacking. In this case, the introduction of entrepreneurs from the outside has a strong practical significance. Secondly, we should expand the source of professional background of entrepreneurs, that is, entrepreneurs should not only come from the editorial team, but more from the operation and management. Fifth, to establish a scientific and reasonable incentive and constraint mechanism. At present, the state-owned cultural enterprises have not yet established a scientific incentive and constraint mechanism, there is a serious tendency of pot rice, do more or less of the same, do and do not do the same, resulting in the lack of entrepreneurial innovation and risk-taking spirit, it is difficult to mobilize the backbone of the enthusiasm, initiative and creativity. We can draw on the proven experience of "management shareholding" in the reform of state-owned enterprises and the institutionalized advantages of "backbone employee shareholding" in market-oriented cultural enterprises, through the gradual introduction of "management shareholding" and other systems to establish a "management shareholding" system. "and other systems to establish a" material incentives and spiritual incentives and long-term incentives and short-term incentives organic combination "of incentives and constraints.