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1、ABSTRACT30yearsofreformandopeningup,China'ssocialistmarketeconomicsystemreformhasenteredintothedeepwaterarea.IntheprocessofdevelopmentofChineseprivateeconomy,byvirtueofaventurepatriarchefforts,manyprivateenterpriseshavedevelopedrapidly,managementscaleisalsogrowingrapidl
2、y,andsomeevenmadethemultinationalenterprisegroup.Butintheaspectofenterprisemanagement,butalsofarfailedtoestablishsystemandscientificmanagementsystem,restrictedthefurtherdevelopmentofprivateenterprises.Fromthegroupcontrolpointofview,thecurrentdomesticprivateentrepreneurs
3、lackofexperienceinthisarea,thecentralizationordecentralizationeffortstograspinplaceisnotacommonphenomenon.Oneistheexcessivecentralizationofstatepower,theenterpriseshallbowProfamily,whichforasmallscaleoftheenterprisescanbesaidtobeahighlyefficientmanagementmode,butintheen
4、terprisedevelopmenttothegroupsize,ifthenumberofenterprisesstillsizematterspersonallyandmakedecisions,notonlyinefficient,butalsointerfereswithsubsidiariesinaconsiderabledegreethedailymanagementandweakenedthesubordinatecompanymanagersworkenthusiasmandthesenseofachievement
5、.Anotherkindofcircumstanceisexcessivedecentralization,groupheadquarterstoalackofeffectivemonitoringmechanism,theinternallinkagegroupandaffiliatedcompaniesisveryfragile,infactitisarelationshipbeneitherfriendlynoraloof,thisoftencausedbysubsidiaries"actofone'sownfreewill"s
6、ituation.AfoodenterprisesinChinaisatypicalexample,whenthecompanyfromasingleenterprisequicklydevelopedintoalargescale,andhasmanybranchesofthegroupenterprisesinallpartsofthecountry,thebossthinkshimselfnotsomuchbranch,andappointthecompanyseveralveteranentrepreneurseachtube
7、severalsubsidiarycompanies,buthasnorestrictionontheirpower,attheendofeachsubcompanyeachhaveasetofsystemmanagement,communicationandcoordinationbetweeneachother,forminga"separatist"tendencyinthegroup,headquarterscontroloutofcontrol,groupcompanyname,businessdevelopmentisse
8、riouslyaffected.Thus,whenfacingthehugeenterprisegroup,howtocarryoneffectivemanagementandcontroltothesubsidiary
