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本篇paper代写- Management of subsidiaries讨论了子公司的管理。本篇paper代写由51due代写平台整理，供大家参考阅读。如今，许多公司为了扩大经营规模，开始实现行业控制或利用子公司的独立核算和自负盈亏，分散经营风险等目的，通过各种方式控制一部分已有一定基础的企业，使其成为公司的子公司。在对子公司实现基本控制权以后，就需要稳定现有的管理层人员、稳定安抚员工、稳定生产，同时加强对子公司的后续管控。

At present, many enterprises have acquired subsidiaries due to the needs of operation and development, and are prepared to hold them for a long time due to the needs of production development. How should these subsidiaries be managed? This paper mainly discusses how to manage a subsidiary that is prepared to hold for a long time from the aspect of the subsequent management and control of the subsidiary after obtaining the control of the subsidiary, and elaborates how to carry out the follow-up management and control of the subsidiary from the aspects of strategy, culture, values, authority control, personnel control and operation information.

With the rapid development of China's economy, enterprises are becoming larger, more intensive and more collectivized. Many companies may be in order to expand business scale and scope of business, industry control or subsidiary of independent accounting and financial self-sufficiency, decentralized management risk such as the purpose, through various ways to control part of the enterprise has a certain foundation, make the company's subsidiary, so a lot of subsidiary arises at the historic moment, so how to manage subsidiaries?

After achieving fundamental control over the subsidiaries, the next step is to make a smooth transition. It is mainly reflected in stabilizing the existing management staff, stabilizing employees, stabilizing production, and strengthening the follow-up control of subsidiaries. Follow-up control of subsidiaries is a long and difficult task, much harder than the struggle for control. If you want to hold the subsidiary for a long time and enjoy the benefits, you should strengthen the comprehensive control from the following aspects:

In terms of daily management, the full-time department of subsidiary management can be set up to give play to its functions of management, service and coordination. The policies for the management of the subsidiary and the matters submitted for examination and approval by the subsidiary shall be examined and checked by such full-time department, so as to avoid problems of multiple policies, multiple commands and different paces. Supervision, inspection and information processing is one of the important ways for the group to exercise its management functions. However, the number of inspections and the required materials should not be too much, and the attention to the micro issues of the subsidiary should not be too detailed. The functional departments of the group can supervise the subsidiaries by means of joint inspection and centralized treatment of problems, and report the process materials that the subsidiaries must report, and those that can integrate and report should be merged and reported. Therefore, from the perspective of giving full play to the subjective initiative of the subsidiary, the group company, when exercising its management functions, should ensure that the management of the subsidiary must be in place. If the authority is delegated to the subsidiary, it should not intervene in principle and reduce the impact on the daily production and operation activities of the subsidiary. By giving full play to the guidance, service and coordination functions of the group company, the advantages of the parent company and the subsidiary are fully brought into play, and information sharing is achieved to achieve common profit.

Strategic planning can clear direction and goal of enterprise, is the enterprise sustainable development, to do strongly does a compass, strategic control is the focus of the strategic development direction, therefore, subsidiary shall be under the group strategic framework, comprehensive analysis of the country's political and economic situation, the background of the industry status and enterprise actual operation factors, such as formulating enterprise development planning, group subsidiary company's development plan to develop and establish a review and guidance. Through the formulation of strategic planning in the company's management method, on the one hand, it enables the subsidiary to systematically sort itself out, understand its own advantages, weaknesses, development opportunities and threats, establish the main direction of enterprise development in the future, and accurately position itself. It is beneficial for the subsidiary to effectively allocate all kinds of resources under its control, maximize the efficiency of resources, and promote its core competitiveness. On the other hand, the development plan of the subsidiary can form a strong support for the realization of the group's strategy, promote the realization of the group's overall strategic goal, and keep the development strategy of the subsidiary consistent with the parent company's strategy.

Corporate culture is actually the culture of the "core layer". Team building is to unite everyone in the culture of the core layer to form a joint force and cohesion. After the acquisition and control of subsidiaries, cultural differences and conflicts often occur due to the differences in business nature. If the cultural integration cannot be achieved through effective measures, both parties may suffer from "internal consumption". In the process of reshaping the corporate culture of the subsidiary and integrating it with the corporate culture of the parent company, it is necessary to deeply analyze the historical background of cultural differences, objectively judge their advantages and disadvantages and identify the possibility of cultural integration. Then, on this basis, we can absorb the advantages of both cultures and discard their disadvantages, so as to form an excellent culture conducive to the realization of enterprise diversification strategy, and implement it in a practical and steady manner, so as to achieve the true integration state. So how can corporate culture be integrated? First, unified management should be implemented. We should establish a smooth and efficient organization and management organization, identify the responsible person and staff, identify the counterpart, establish a unified management system, and unify the work arrangement and assessment. The second is personnel exchange. Personnel communication can optimize the combination of all levels of leadership, and these personnel are also excellent cultural communicators. Through their words and deeds, they spread excellent corporate culture, infect, influence and guide employees to change their ideas and adapt to the new requirements after enterprise integration. The third is to do a good job of advertising education. Carrying out cultural activities with integration as the main content is an effective means to unite people and inspire morale. When performing education, we should focus on middle managers and above, not only to improve their comprehensive quality, but also to strengthen their sense of identity and belonging to the enterprise after integration, and through them to affect all employees.

The concept determines consciousness, consciousness determines attitude, attitude determines behavior, behavior determines habit. This illustrates the impact of values on behavior. All human behavior is governed by values. It is the norm for people to behave as they do, and it is the most important key to unleash the magical power within people, by which everyone learns and judges their own and the actions of others. In our lives, it doesn't matter if our values are the same as those of others. What matters is whether we value them enough to satisfy them. Although values have always been hidden in people's heart, they have always played an extremely important role, like an invisible baton directing people's words and behaviors. This is the first characteristic of values, which have an unnatural influence on human emotions, and which bring people together in a way that nothing else can. After the parent company gains control, the management of the subsidiary should guide employees to form correct values, form spiritual cohesion and improve the soft power of the company through correct ways and methods.

Performance index control is the most important control means, which can be divided into qualitative and quantitative. Qualitative indicators mainly control the work that is not easy to measure. There are only two situations in which the task can be completed or finished, and the task is not well measured. Quantitative index, then easy to measure comparison. The quantitative indicators mainly include market indicators, asset operational efficiency indicators and debt risk indicators. The assessment of indicators is closely related to the interests of the management, so assessment is one of the more effective and important means of control. In the subsidiary company of revenues, profits and other indicators evaluation at the same time, also should put the enterprise market construction, the internal management, strategic planning and implementation, such as included in the assessment scope, gradually realize the change from a performance appraisal to the value assessment, pay more attention to unit long-term, short-term, and mode of operation and effect on the two interrelated, which conform to the group of companies in the original arrangement of subsidiary companies to invest in the pursuit of profits and the requirement of capital appreciation.

The authority control specifies the authority of the subsidiary, that is, the extent and scope of what the subsidiary can do. Authority control is mainly aimed at the major decision-making behavior in the subsidiary's business activities. Authority control is an essential tool in control, but it is also a double-edged sword. While strict control can be achieved on the subsidiaries, it will easily frustrate the operational enthusiasm of the subsidiaries. Therefore, the application and tightness design of permission control must be considered.

Pair under modern enterpri system, the company's personnel control more from motivation, assessment, rewards and punishments, etc. The perspective of modern human resources management, to design the control mode, formulate corresponding motivation, assessment, rewards and punishment system, regular assessment of the employees, and linked with the rewards and punishment system, the selection of the department manager to the results of the appraisal shall be taken as reference, when came down on the almighty. This can fully mobilize the enthusiasm and enthusiasm of employees. Regular training of enterprise employees, reasonable allocation of personnel, to maintain the best ratio of manpower and material resources, so that everyone can find the most suitable job position, so that they can give full play to their positions, so that they can better serve the general goal of enterprise business strategy.

The main content of information control is to ensure that the operational information of the subsidiary can be timely and accurately transmitted to the parent company. Such information may include market information such as sales, payment collection, major contract execution, etc. Financial statements such as the income statement and cash flow statement; Information of production and operation such as production plan and actual production status. To understand the information is not to get involved in the actual operation of the subsidiary, but to understand the actual situation of operation, to find problems early and prevent risks. Only with this information can we analyze the problem and deal with it in a timely manner so that the enterprise will not go too far off the track.

In short, to effectively control the subsidiary company, to make it consistent with the parent company in the strategic direction, the parent company should be in after the acquisition to strengthen its subsequent controls, at the same time, according to the different situation of enterprise nature for the design of contingency, makes comprehensive management control, solid, at the same time can have cushion, elastic moderate management goal, can play a subsidiary of subjective active initiative and flexibility, and make the operation according to the strategy of the parent company, ultimately achieve the goal of double surplus.

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