1. Reform the distribution of managers in state-owned enterprises.
With the establishment and perfection of the socialist market economic system, the competition among enterprises is becoming more and more fierce, and the management of enterprises is becoming more and more complicated and specialized. There is an urgent need for a group of professional management talents with high theoretical level, strong management ability and rich experience, and an urgent need for a talent allocation method that meets the requirements of market economic development. The current personnel system of state-owned enterprises in China-the administrative allocation of management talents has many disadvantages, which has not adapted to the end of market economy. The allocation of managers in state-owned enterprises must be reformed. Under the condition of developing market economy, the allocation of managers of state-owned enterprises must be completed through the law of free competition and market mechanism.
2. Organizational structure transformation.
With the process of economic softball integration and the emergence of knowledge economy, the information technology and professional knowledge technology that can be used by enterprise organizations are rapidly becoming the basis of enterprise organization operation: it improves the ability of enterprise organizations to cope with environmental uncertainty. This conclusion makes the original organizational structure of the tower shrink day by day, replaced by the emergence of systematic learning, a flat organizational form. As a result, various organizational forms came into being.
For example, state-owned enterprises, such as learning organizations, team organizations, hub organizations and network organizations, must adapt to the development of this market economy if they want to maintain and increase the value of state-owned assets.
3. Strategic reorganization
The Central Committee of the Communist Party of China's Decision on Several Major Issues Concerning the Reform and Development of Existing Enterprises, adopted at the Fourth Plenary Session of the 15th CPC Central Committee, proposed that the layout of the state-owned economy and sister state-owned enterprises should be strategically adjusted. Efforts will be made to improve the state-owned economy, promote the rational flow and reorganization of state-owned assets, adjust the layout and structure of the state-owned economy, actively develop large enterprises and enterprise groups, and liberalize and invigorate small and medium-sized enterprises. "
(1) Why do state-owned enterprises need strategic reorganization?
First, because the long-term state-owned economic structure is unreasonable and redundant construction is serious. Over the years, serious low-level redundant construction has led to low-level overcapacity in state-owned enterprises, and the economic benefits of enterprises have declined. Second, the capital concentration of state-owned enterprises is low and the scale benefit is not obvious. Compared with large foreign enterprises, the market adaptability and competitiveness of state-owned enterprises are obviously insufficient. Third, the state-owned economy has taken over too much, the distribution of industries is too wide, the number of enterprises is too large, and its strength is scattered, heavy and least prominent, which seriously restricts the leading role of the state-owned economy. Fourth, global high-tech development is changing with each passing day. The structural adjustment and industrial upgrading of enterprises have become a world trend: after China joined the World Expo, the scope and depth of opening to the outside world have been increasing, and the world's largest multinational contractor has invested and built factories in China. From the capital market to the product market, from the technology market to the service market, from the international market to the domestic market, China enterprises are facing the competition with large multinational contractors.
(2) What feeder routes have been adopted? What's the effect? In recent years, according to the reform policy set by the CPC Central Committee and the State Council, various localities have vigorously explored and implemented the strategic transformation of state-owned enterprises, and adopted a series of effective measures, which have made great progress: First, resolutely reduced the production capacity of long-line products, focusing on adjusting the production capacity and layout of textile, coal, metallurgy, sugar and other industries, and achieved initial results; Second, concentrate on doing a good job of a group of dog-type enterprises competing for enterprise groups. A number of large enterprises have enriched their capital, enhanced their economic strength and competitiveness, and promoted the transformation of their operating mechanisms through measures such as shareholding system reform and debt-to-equity swap. Third, through measures such as increasing investment in technological transformation and linking technology with politics, the level of technical equipment of enterprises has been improved, the pace of product upgrading and industrial upgrading has been accelerated, and the development of domestic emerging industries has been promoted through overseas listing financing. Fourth, through the separation of government from enterprises and industrial transformation, a number of large enterprises with strong competitiveness across regions, industries, ownership and countries have been formed, which has promoted the rationalization of industrial structure and the improvement of economic benefits of enterprises; Fifth, substantial steps have been taken to liberalize and enliven small state-owned enterprises through political sisters, alliances, mergers and leases, contracted operations, joint-stock cooperative systems, and sales. Many state-owned enterprises have gradually recovered their vitality. Practice has proved that the policy of strategic reorganization of state-owned enterprises is correct.
4. Debt-to-equity swap.
Debt-to-equity swap is a measure implemented by the state from April 65438 to April 0999, aiming at promoting the troubled state-owned enterprises to get rid of losses and reducing the risk of bank financing.
Possible risks of debt-to-equity swap;
(1) Debt-to-equity swap can't really reduce the burden on enterprises, but the undertaker has changed. If the operation of state-owned enterprises can't go on, the loss of state-owned assets is inevitable.
(2) Debt-to-equity swap can not really resolve the risks of financial institutions. Although AMc has taken over the bank's non-performing assets, it can temporarily get rid of the trouble of not selling your products and reduce the current financial risks. However, if the financial institutions of banks are not perfect, no one can guarantee that banks will not fall into the dilemma of not selling assets again. Similarly, if the profitability of the enterprise is not improved, then this operation is nothing more than transferring the debts that the bank cannot recover to AMC. The risk is just a coconut tree, and the final risk still depends on financial investment. Therefore, through the above analysis, to achieve the goal of "win-win", the following preconditions must be met: ① Commercial banks should improve corporate governance structure and establish effective incentive and restraint mechanisms and risk management procedures. After holding shares, you should enjoy all the rights enjoyed by other shareholders as stipulated in the Company Law, so that the holding commercial banks can participate in the corporate governance structure of debt-to-equity swap enterprises, change the operating mechanism, rebuild the credit relationship between banks and enterprises, and improve your product stabbing ability.
5. Reduce the information cost.
China's mid-cap industries are all state-owned enterprises. Everyone is the ultimate owner or initiator of the state-owned disk industry. Because the whole people are too extensive and scattered, facing so many management problems of state-owned enterprises, only through proper entrustment can the following complex chain of entrustment structure be formed: people's representatives are in the form of state power organs, state-owned assets management departments, state-owned assets management institutions and property rights subjects in enterprises, and state-owned enterprise taboo managers are department managers of state-owned enterprises. If the employees of state-owned enterprises have no information problems, the agency problem of state-owned enterprises should not be a problem. However, in reality, due to the high degree of information asymmetry, the cost of obtaining the letter is too high, and the value of the letter package makes the agent have hidden characteristics and hidden motives. This makes some agents "steal" state-owned assets. Providing false letters, parcel reports and explanations. The landlord can't find out, and many illegal acts of agents can't be quantified to individuals. Therefore, solving the information problem is one of the key problems to solve the problem of maintaining and increasing the value of state-owned assets. The key to solve the problem of letters and parcels is to design a system to obtain, transmit and distinguish the information of agents at a lower cost.