How to build a modern enterprise system with Chinese characteristics? The market-oriented management mechanism is the starting point

【Introduction】

The Decision of the Central Committee of the Communist Party of China on Further Comprehensively Deepening Reform and Promoting Chinese-style Modernization (hereinafter referred to as the "Decision") adopted by the Third Plenary Session of the CPC Central Committee is the top-level design and roadmap and construction drawings for China's further comprehensive deepening of reform, which puts forward new requirements and points out new directions for the reform work in the next five years, ten years and even the middle of this century.

Although we should highlight the relevant content of deepening the reform of state-owned assets and state-owned enterprises, we should also study the economic, political, cultural, social, ecological civilization, national security, national defense and military and other aspects of the reform and deployment in depth, after all, almost all the deepening of reform involves state-owned assets and state-owned enterprises, and must be comprehensively and systematically studied in order to further deepen the reform process in an all-round way, combined with reality, and fully implement the requirements of the "Decision". When Mr. Ming studied the "Decision", he also adhered to the mentality of "it is better to be happy alone than to be happy with everyone", and shared his learning experience and made progress together. Today, we will talk about how to improve the institutional framework of modern enterprises with Chinese characteristics.

Fourth, improve the modern enterprise system with Chinese characteristics, and build more world-class enterprises

(3) The institutional framework of modern enterprises with Chinese characteristics

2. Modern system - corporate governance, operating mechanism, rule of law compliance, democratic management

(2) Market-oriented management mechanism

The operating mechanism is the mechanism that determines the company's business behavior, and it is an institutional arrangement for enterprises to allocate resources, make business decisions and obtain benefits through the market mechanism under the conditions of market economy. The market-oriented operation mechanism emphasizes the decisive role of the market in the allocation of resources, adheres to the unity of rights, obligations and responsibilities, adheres to the combination of incentive mechanism and restraint mechanism, and enterprises make independent decisions and allocate resources according to market demand, while assuming corresponding risks and responsibilities.

The reform of the three systems is the main content of the reform of the management mechanism, through the continuous deepening of the reform of the personnel system, the reform of the labor system, the reform of the distribution system, the basic formation of the market-oriented selection and employment mechanism of open recruitment, competitive recruitment, adjustment of the last position, and exit of the incompetent, and the gradual improvement of the market-oriented management mechanism, which lays a solid foundation for the comprehensive construction of a new type of management responsibility system under the modern enterprise system with Chinese characteristics.

The first is a new type of management responsibility system.

Under the framework of the modern enterprise system with Chinese characteristics, the new management responsibility system is a comprehensive management system integrating authorization mechanism, target mechanism, power mechanism, pressure mechanism and competition elimination mechanism, which is guided by strategy, contractualized by tenure system and established with post as the core.

Compared with the traditional management mechanism, the new management responsibility system fully takes into account the long-term and continuity of the company's strategic objectives, the decomposition system and organizational responsibility system of strategic objectives are more complete and systematic, and the incentive and restraint mechanism is more complete and sound, and is fully integrated with the corporate governance mechanism and party management cadres.

Therefore, the next step is to implement the three system reforms more widely and deeply, comprehensively build a new type of management responsibility system under the modern enterprise system with Chinese characteristics, and stimulate the enthusiasm, initiative and creativity of cadres and employees of state-owned enterprises to start a business.

Key points of operation to build a new type of management responsibility system:

Position is the foundation

The management responsibility system is to realize the integration of responsibilities and rights in the post. It is necessary to choose the appropriate organizational model and structure according to the company's requirements and business characteristics, reasonably set up positions, clarify job responsibilities and job requirements, and establish a unified position and rank system of the group, so as to lay the foundation for the smooth implementation of the new business responsibility system.

In state-owned enterprises, the primary task is to clarify the job positioning and responsibilities, improve the job description, and establish and improve the normalized job evaluation mechanism. Clarify the job responsibilities and conditions of management personnel, and truly realize the basic management logic of "not the right person" such as post-based person, post-salary, post-assessment, post-salary change, and post-determined incentive.

Secondly, it is necessary to pay more attention to job conditions and assessment and evaluation, improve the career development channel of managers, and build a platform for managers to go up and down. Scientifically adjust the organizational structure, rationally set up internal institutions and allocate management personnel.

Finally, outstanding managers should be selected through competitive recruitment and open selection. The results of the assessment and evaluation are closely linked to job promotion and salary adjustment. For managers who are not competent for their work, they should be subject to post adjustments, demotion, salary reductions and other punishment measures. Continue to promote the competitive appointment of managers, establish a relevant system of final adjustment and incompetent exit, and by 2025, state-owned enterprises must generally implement the final adjustment and incompetent exit system.

Authorization is a prerequisite

Scientifically define the regulatory boundaries of state-owned asset investors, increase the degree of authorization and decentralization, shift from direct management of enterprises to more emphasis on supervision based on capital contribution relationships, highlight differentiated management and control requirements, implement precise authorization and delegation of power to different types of enterprises, and improve the corporate governance system on this basis, clarify the powers and exercise rules of each governance body, so that managers have sufficient space to exercise their rights and perform their duties and complete various business objectives.

Contracts are the core

The key to building a business responsibility system is to clarify the relationship between responsibilities and rights, and under the new management responsibility system, the distribution of responsibilities and rights is mainly achieved through differentiated post management, personalized performance appraisal and accurate and flexible income distribution mechanism, which is inseparable from the contract, and the responsibility compaction and incentive in place need to be reflected in the contract. Therefore, it is necessary to take the formulation and signing of the business performance responsibility letter as the core work, clarify the business objectives and target values, and set a clear red line. The results of the appraisal must be strongly related to their salary, position adjustment, dismissal, etc.

Motivation is motivation

Break egalitarianism, design differentiated salary structures according to job characteristics and assessment requirements, flexibly use the toolbox of medium and long-term incentive policies, open up the internal salary gap, realize "remuneration based on performance and contribution", improve a more accurate, flexible, standardized and efficient income distribution mechanism, and promote the standardized implementation of medium and long-term incentives in a wider range.

Supervision is a guarantee

The construction of a new type of business responsibility system requires enterprises to have full autonomy, at the same time, it also requires enterprises to improve the state-owned assets supervision system and build a large supervision system, in accordance with the idea of standardizing the system in advance, strengthening monitoring in the matter, and strengthening accountability after the event, comprehensively sort out the responsibilities of state-owned assets supervision, adjust and optimize the supervision methods and means, and promote the supervision of state-owned assets and discipline inspection and supervision, inspection, auditing, and society in the same direction, form a linkage supervision mechanism, realize the transformation of supervision work from separate battles to coordinated operations, and effectively solve the problem of duplicate supervision. Enhance the effectiveness of supervision.

The second is the innovation and implementation of medium and long-term incentive mechanisms.

The "Decision" proposes to allow qualified state-owned enterprises to carry out various forms of medium and long-term incentives for scientific research personnel, deepen the reform of the wage determination mechanism of state-owned enterprises, and reasonably determine and strictly regulate the salaries, allowances and subsidies of responsible persons at all levels of state-owned enterprises.

Therefore, state-owned enterprises should improve a more accurate, flexible, standardized and efficient income distribution mechanism, further increase the incentive and guarantee of strategic emerging industries, scientific and technological innovation and other businesses, implement the total salary budget cycle management in more eligible state-owned enterprises, and promote the implementation of medium and long-term incentive policies in a wider range and with greater intensity. Establish an incentive mechanism linked to the benefits of the enterprise and individual contributions, and stimulate the enthusiasm and creativity of scientific researchers and managers. At the same time, it is necessary to establish a scientific performance evaluation system to ensure the fairness and effectiveness of the incentive mechanism.