How SMEs establish and improve the corporate governance structure(中小企业如何建立和完善公司治理结构).doc
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1、 How SMEs establish and improve the corporate governance structure REVIEW Papers : SMEs are small, most industrial production of seasonal, cyclical strong, big turnover. Solutions to these problems and suggestions. Paper Keywords: SME, corporate governance, strategy SMEs plays a very important role
2、in the national economy. At present, business registration of SMEs accounted for 99% of the total registered enterprises. SMEs in industrial output value, sales revenue, profits and taxes accounted for 60% of the total, respectively, 57% and 40%; circulation SMEs account for more than 90% of the ret
3、ail outlets; SMEs provide about 75 percent of urban employment opportunities. But generally do not attach importance to Chinas SMEs on corporate governance, which has become an obstacle for SMEs to grow and develop our country. So, how SMEs establish a sound corporate governance structure problem we
4、 have to face become. A status of internal corporate governance of SMEs due to the dominance of the ownership structure 1.1-led governance Most of these companies to join the family business together, so entrepreneurs tend to own businesses maintained a considerable control. Its ownership structure
5、is bound to dominance in order to ensure its control of the enterprise. Enterprises in the early stage of development due to the limited range of small-scale business and other reasons can implement effective control! Entrepreneurial intuition and experience of private entrepreneurs will be able to
6、open up a field of their own independent, capable Zhichang achieve. Therefore, dominance has its unique advantages in the SME start-up phase. Decision mode: Multi individual decisions or household decisions based decision-making to ensure that the $ this enterprise in the face of a complex environme
7、nt can maintain a high degree of flexibility in $ but the possibility of failure of the decision to increase $ this highly centralized decision-making mechanism ! In the early days of high efficiency! However, when the business scale is growing! their overall quality is not complete! lack of collect
8、ive decision-making mechanism! especially interfere with ones weakness when wrong decisions! Decision venture greatly $ scientific and business decision-making scale often conflict with family management mode $ Leadership structure: the family business, general manager of the company and chairman of
9、 the board often set to a person, business is controlled by a strong leader. Theorists on the board leadership structure, namely the chairman and general manager of the two posts should serve any discussion or a lot of points, also have their own advantages and disadvantages. Family business togethe
10、r not only two jobs any countermeasures, and will for a long period of time by one person, as is often the business owners. In general, weak governance mechanisms outside China, under the system of private SMEs in particular, the uncertainty facing the large, general manager and co-chairman of any t
11、wo jobs should be a better choice. However, with the continuous development and growth, two jobs and any disadvantage is revealed. Internal control: the state-owned listed company insider control strong manager weak shareholder structure is different, the family-owned small and medium enterprises in
12、ternal control performance for large shareholders occupy the interests of small shareholders. SMEs, due capable Zhichang quite common, easy to form a internal control free Thesis. In the internal control of the enterprise, decision-making power to control the transfer of information to the people, w
13、ill weaken the minority shareholders of the business decisions of intervention, resulting in corporate decision-making by the enterprise economic goals shifted to major shareholder economic goals. Although the internal control in a sense it is possible to improve the operating efficiency of enterpri
14、ses! But this was contrary to the principle of the OECD. Successors Risk:! In the real economy, private enterprise take over the risk of the total to be a big bucket of enterprise development. Not yet in professional managers to run the family business, the risk of their successors is very prominent
15、. As president of a natural person, illness and death is a natural law. Hotshots Zhichang will inevitably lead to serious dependence on an individual enterprise, the successor to the risk of a business development in the large bucket. Thus, the real economy, we often see a lot of private enterprises
16、 are often difficult to escape the generation of entrepreneurs, the second generation of Conservative, three generations of the decline, the law. Therefore, the internal management model family in the early development of enterprises have a certain rationality countermeasures, but it will also incre
17、asingly become shackles further development of enterprises. External governance mechanism and external governance mechanism, also known as 1.2 SME market control mechanisms, including product market, manager market, stock market and M & A market. For most unlisted SMEs, the stock market this ext
18、ernal governance mechanism vacant. Chinas existing very lacking professional manager market, and most SMEs still family management, is not managed by professional managers, therefore, the external governance mechanism professional manager market for SMEs, it can be said It is vacant. Market: If the
19、product market is sufficiently competitive, so production business operators will be under pressure from the market, and this pressure will work hard to produce power. Visible, product market can be effectively bound by Operators. The foregoing analysis, intense SMEs to enter the industry product ma
20、rket competition, market structure close to perfect competition or monopolistic competition. Therefore, SMEs, product market can significantly put pressure on the operators to achieve the effect of the constraint operator behavior. M & A market: also known as the control configuration. External
21、policy environment for corporate control is considered an effective means to compete as a constraint operator behavior. Control of the fierce market competition to all companies not only put at risk the potential to take over! And also on the companys formation of a strong deterrent, the risk of opp
22、ortunistic behavior or because of poor performance have been replaced at any time exists. For SMEs, small scale due to the company assets, more likely to be taken over or merge other companies. Therefore, countermeasures for small and medium enterprises, mergers and acquisitions market is also a com
23、panys strong mechanism constraints. Two corporate governance since the early nineteen thirties and Meon American scholars Bailey put forward the concept of corporate governance since many scholars from different angles on the corporate governance structure of the study, the formation of a variety of
24、 company governance structure theory. One of the most classic sense of the separation of ownership theory, agency theory, stakeholder theory, the close links between the three complement each other, thereby forming the main theoretical framework of corporate governance. (1) separation of ownership t
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