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分公司通常是总公司支柱业务或核心业务的经营者,是企业分权管理的一种常规形式,但这种分权并非完全分权,其分权化程度也不尽相同。对分公司管理的分权程度有两个极端方式,一个是把分公司作为车间来管理,分权化程度很低:另一个是把分公司作为一个模拟法人独立运营,分权化程度较高;在此两者之间,总分公司间可以有多种权责安排。但不论何种程度和何种方式的分权,分权管理都必须保证权责明确和权责对等,不能因分权而引起控制弱化,同时应使权责利统一,以保证有效的约束和激励。
Branch offices are usually the backbone of the parent company business or core business operators, is a common form of decentralized management of enterprises, but this decentralization is not fully decentralized, the degree of decentralization are not the same. There are two extreme ways to decentralize the branch management. One is to manage the branch as a workshop. The decentralization is very low. The other is to operate the branch as a mimetic corporation with a high degree of decentralization ; Between the two, there can be a variety of powers and responsibilities between the branches. However, regardless of the degree and the way of decentralization, the management of decentralization must ensure that the powers and responsibilities are clear and the rights and responsibilities are equal. We must not weaken the control due to the separation of powers. At the same time, the rights and responsibilities should be unified so as to ensure effective restraint And motivation.