1、內(nèi)部產(chǎn)權(quán)不清

1. Internal property rights are unclear

盡管企業(yè)對(duì)外“一股獨(dú)大”，但是往往在內(nèi)部股東，即家庭成員之間缺乏契約關(guān)系，不斷出現(xiàn)產(chǎn)權(quán)糾紛。企業(yè)創(chuàng)業(yè)初期，單一的產(chǎn)權(quán)結(jié)構(gòu)容易造成企業(yè)資產(chǎn)與家庭財(cái)產(chǎn)混淆，含糊不清，而成員內(nèi)部，由于缺乏契約化的產(chǎn)權(quán)界定，這為做大后的產(chǎn)權(quán)糾紛留下了隱患。企業(yè)常常表現(xiàn)出能共苦卻不能同甘的特點(diǎn)，當(dāng)企業(yè)積累了一定的資本后，股東之間對(duì)榮譽(yù)、金錢和權(quán)力的看法產(chǎn)生分歧，容易出現(xiàn)股權(quán)問(wèn)題，導(dǎo)致企業(yè)受到重創(chuàng)，嚴(yán)重的甚至解體。

Although the enterprise is "dominant in one share", there is often a lack of contractual relationship between internal shareholders, i.e. family members, and property rights disputes continue to arise. In the early stage of enterprise entrepreneurship, a single property right structure is easy to cause confusion and ambiguity between enterprise assets and family property. However, due to the lack of contractual property rights definition within members, this leaves hidden dangers for property rights disputes after expansion. Enterprises often show the characteristics of being able to share the pain but not the same. When the enterprise has accumulated a certain amount of capital, the shareholders have different views on honor, money and power, which is prone to equity problems, leading to serious damage to the enterprise, even disintegration.

2、人才管理體系嚴(yán)重缺失

2. Serious shortage of talent management system

濟(jì)南頂層架構(gòu)設(shè)計(jì)公司認(rèn)為，在企業(yè)創(chuàng)立初期，出于家庭內(nèi)外有別的倫理關(guān)系的考慮，成員通常是成員，然而，隨著企業(yè)的發(fā)展，這種關(guān)系容易造成企業(yè)組織內(nèi)部幫派體系及組織內(nèi)耗，妨礙企業(yè)的成長(zhǎng)。因此，要求企業(yè)與他人分享所有權(quán)和經(jīng)營(yíng)權(quán)，這將使企業(yè)面臨很大的風(fēng)險(xiǎn)。

Jinan Top-level Architecture Design Company believes that in the early stage of the establishment of the enterprise, members are usually members due to the consideration of other ethical relationships inside and outside the family. However, with the development of the enterprise, this relationship is likely to cause internal friction within the enterprise organization and the organization, and hinder the growth of the enterprise. Therefore, enterprises are required to share ownership and management rights with others, which will make enterprises face great risks.

企業(yè)主難以雇傭到高能力、高忠誠(chéng)度的管理人才，即使雇傭到他們，決策人也或多或少帶有一定的防范心理。所以企業(yè)常常表現(xiàn)出因無(wú)原則地照顧成員而降低企業(yè)的效率，同時(shí)又因非成員在企業(yè)中不受重用，影響這些人才的積極性，造成外部人員流動(dòng)大，勢(shì)必會(huì)限制企業(yè)發(fā)展的腳步。

It is difficult for business owners to hire management talents with high ability and high loyalty. Even if they are employed, the decision-makers are more or less defensive. Therefore, enterprises often show that they reduce the efficiency of enterprises by taking care of their members in an unprincipled way, and at the same time, because non-members are not reused in the enterprise, the enthusiasm of these professionals is affected, resulting in a large flow of external personnel, which is bound to limit the pace of enterprise development.

3、企業(yè)治理結(jié)構(gòu)形式化

3. Formalization of corporate governance structure

在企業(yè)中，即使建立了規(guī)范的治理結(jié)構(gòu)，但也很難落實(shí)。實(shí)際上，用管理機(jī)制代替治理結(jié)構(gòu)，是企業(yè)很常見(jiàn)的體制性問(wèn)題。企業(yè)的治理結(jié)構(gòu)中盡管設(shè)置了董事會(huì)，但由于股權(quán)高度集中，董事會(huì)由大股東控制，形同虛設(shè)。

In enterprises, even if a standardized governance structure is established, it is difficult to implement it. In fact, it is a common institutional problem for enterprises to replace the governance structure with management mechanism. Although there is a board of directors in the corporate governance structure, due to the high concentration of equity, the board of directors is controlled by major shareholders, which is virtually non-existent.

而且組織中存在家文化，使企業(yè)決策人在管理實(shí)踐的過(guò)程中，常常自覺(jué)或不自覺(jué)地用“操縱”代替“管理控制”，組織、各項(xiàng)規(guī)章制度及標(biāo)準(zhǔn)的制定缺乏公開(kāi)公平，這些造成現(xiàn)行的治理結(jié)構(gòu)中，外成員參與較少，不但決策透明度低，而且缺乏良好的內(nèi)部風(fēng)險(xiǎn)控制機(jī)制，企業(yè)外部對(duì)企業(yè)的監(jiān)督嚴(yán)重缺失，影響決策的科學(xué)性，破壞了企業(yè)的美好目標(biāo)。

Moreover, there is a family culture in the organization, which makes enterprise decision-makers often use "manipulation" to replace "management control" consciously or unconsciously in the process of management practice, and the organization, various rules and regulations and standards are formulated without openness and fairness, which results in less participation of external members in the current governance structure, not only low decision-making transparency, but also lack of good internal risk control mechanism, and serious lack of external supervision of the enterprise, It affects the scientific nature of decision-making and destroys the good goal of the enterprise.

4、缺乏良好的企業(yè)文化

4. Lack of good corporate culture

有些企業(yè)對(duì)企業(yè)文化認(rèn)識(shí)不足，僅僅從口號(hào)上來(lái)理解，流于形式，雷同現(xiàn)象明顯，雖然在企業(yè)內(nèi)部也設(shè)立相應(yīng)機(jī)構(gòu)，但形同虛設(shè)。企業(yè)決策人為了生計(jì)，不被殘酷的市場(chǎng)淘汰，往往更多地考慮企業(yè)的現(xiàn)狀，追求的是短期利益，對(duì)于注重長(zhǎng)遠(yuǎn)利益的文化戰(zhàn)略他們無(wú)暇顧及。因此，企業(yè)在管理過(guò)程中難以形成“以人為本”的企業(yè)文化，更無(wú)法依托這種文化來(lái)增強(qiáng)企業(yè)不斷進(jìn)取發(fā)展的能力。

Some enterprises have insufficient understanding of the corporate culture, and only understand it from the slogan, which is a mere formality. The phenomenon of similarity is obvious. Although corresponding organizations are also set up inside the enterprise, they are in the same form. In order to make a living and not be eliminated by the cruel market, enterprise decision-makers often pay more attention to the current situation of the enterprise and pursue short-term interests. They have no time to take into account the cultural strategy that focuses on long-term interests. Therefore, it is difficult for enterprises to form a "people-oriented" corporate culture in the process of management, let alone rely on this culture to enhance the ability of enterprises to keep forging ahead.

股權(quán)結(jié)構(gòu)不合理引發(fā)的諸多弊端相關(guān)內(nèi)容就講解到合理了，您對(duì)此有什么疑難問(wèn)題或者需求，可以隨時(shí)來(lái)我們網(wǎng)站http://zhenzhush.com進(jìn)行咨詢了解！

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