制造行业的组织管理：基于“管资本”构建分类化、差异化的集团管控体系研究
摘要
随着国资国企改革向纵深推进，“以管资本为主加强国有资产监管” 成为核心改革导向，传统单一化、行政化的集团管控模式已难以适应企业多元化发展需求，暴露出决策滞后、活力不足、资本配置低效等突出问题。本文以制造业行业的集团管控模式创新为研究核心，聚焦 “管资本” 导向下分类化、差异化管控体系的构建。首先，系统梳理 “管资本” 相关政策背景，明确监管重心、方式与目标的转型要求；其次，剖析传统管控模式的局限性，论证分类化、差异化管控的必要性；再次，深入探究体系构建过程中面临的分类标准模糊、治理效能不足、权责边界不清、机制适配不足等实践难点；最后，从治理结构、管控范围、决策路径、经营机制四个维度，提出构建治理型管控、推进分类化管控、强化清单式授权、深化市场化经营的具体实施路径，并结合某甘肃集团公司、某成都集团公司、某央企集团公司的实践案例进行佐证。研究旨在为集团企业破解管控困境、落实 “管资本” 要求、实现从 “管理型总部” 向 “价值型出资者” 转型提供理论参考与实践借鉴，最终达成资本保值增值、提升集团整体效能的发展目标。
关键词：组织管理；制造业；管资本；集团管控；分类化管控；差异化管控；治理型管控；市场化经营
Organizational Management in the Manufacturing Industry：Research on Constructing a Classified and Differentiated Group Management and Control System Based on "Capital Management"AbstractsWith the in-depth advancement of the reform of state-owned assets and state-owned enterprises, "strengthening the supervision of state-owned assets with a focus on managing capital" has become the core reform orientation. The traditional unitary and administrative group management and control model can no longer meet the needs of enterprises' diversified development, exposing prominent problems such as delayed decision-making, insufficient vitality, and inefficient capital allocation. This paper takes the innovation of group management and control models as the core research focus, focusing on the construction of a classified and differentiated management and control system under the "capital management-oriented" guidance. Firstly, it systematically sorts out the policy background related to "managing capital" and clarifies the transformation requirements of supervision focus, methods and goals. Secondly, it analyzes the limitations of the traditional management and control model and demonstrates the necessity of classified and differentiated management and control. Thirdly, it deeply explores the practical difficulties in the process of system construction, such as vague classification standards, insufficient governance efficiency, unclear power and responsibility boundaries, and inadequate mechanism adaptation. Finally, from four dimensions of governance structure, management scope, decision-making path and operation mechanism, it proposes specific implementation paths including building governance-oriented management and control, promoting classified management and control, strengthening list-based authorization, and deepening market-oriented operation, which are supported by practical cases of Gansu Power Investment Group, Chengdu Industrial Investment Group and China National Building Materials Group. The research aims to provide theoretical reference and practical experience for group enterprises to solve management and control dilemmas, implement the requirements of "managing capital", and realize the transformation from "management-oriented headquarters" to "value-oriented investor", ultimately achieving the development goals of preserving and increasing the value of capital and enhancing the overall efficiency of the group. Key words: Organizational Management；Manufacturing Industry；Capital Management; Group Management and Control; Classified Management and Control; Differentiated Management and Control; Governance-oriented Management and Control; Market-oriented Operation
目录
摘要
1.绪论
1.1 研究背景和意义
1.2 相关概念
1.3 研究方法与结构安排
2 理论基础与文献综述
2.1 核心理论基础
2.2 国内外研究现状
2.3 现有研究不足与本文研究切入点
3 传统管控模式的局限性与分类化、差异化管控的必要性
3.1 传统管控模式的局限性
3.2 分类化、差异化管控与“管资本”改革的内在契合性
4 分类化、差异化管控体系构建的难点分析
4.1 分类标准模糊：缺乏多维度可量化的分类依据
4.2 治理效能不足：治理结构功能虚化难以支撑“管资本”逻辑
4.3 权责边界不清：清单式管理落地难导致“放管失衡”
4.4 机制适配不足：市场化经营机制滞后制约活力释放
5 分类化、差异化管控体系的构建路径
5.1 构建治理型管控：以法人治理替代行政指令
5.2 推进分类化管控：以精准分类实现科学施策
5.3 强化清单式授权：以权责清单厘清管控边界
5.4 深化市场化经营：以机制创新激发内生动力
6 结论与展望
6.1 研究结论
6.2 研究局限性
6.3 未来研究展望
参考文献
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