在中国民营经济发展过程中，凭借着创业元老们的努力，很多民营企业发展迅
速，管理规模也迅速壮大，有的甚至做成了跨国企业集团。但在企业管理方
面，还远远未能建立起系统及科学化的管理体系，抑制了民营企业的发展空
间，阻碍了民营企业的发展。

从集团管控的角度来看，目前国内民营企业家在这方面经验不足，对于集
权或放权的力度把握不到位是较为普遍的现象。一种情况是过度集权，企业家
事必躬亲，这对于一个规模小的企业可以说是一种高效的管理模式，但在企业
发展到集团规模，如果企业的一把手依然大小事务亲自过问并做决定，不但效
率低下，而且会在相当程度上干扰下属公司的日常经营并削弱了下属公司管理
者的工作积极性和成就感。另一种情况是过度放权，集团总部对下属公司缺乏
有效的监控机制，集团与下属公司内部联结纽带非常脆弱，事实上是一种若即
若离的关系，这种情况往往造成下属公司“各自为政”的局面。国内某食品企业
就是个典型的例子，当该公司从一家单体企业迅速发展为具有较大规模、并在
全国各地拥有多家分公司的集团性企业后，老板认为自己一个人管不了这么多
分公司，于是任命公司的几位创业元老每人各管几个分公司，但又没有对他们
的权力进行规范约束，最后每个子公司在管理上各有一套体制，相互之间又互
不沟通协调，在集团内形成“割据”之势，总部管控失控，集团公司形同虚设，
业务发展受到严重影响。

可见，当面对庞大的企业集团，如何对下属分、子公司进行有效管理和控
制，整合总部的资源为其服务，同时不能一抓就死、一放就乱，并不是一个简
单的问题。如果处理不好，对于公司的长期发展会埋下巨大的隐患。

本文利用管控模型对案例企业进行管理控制系统设计，并界定了组织权责
界面、组织架构，并利用岗位价值评估模型对核心岗位进行评估，编写核心岗
位职责说明书，最后建立案例企业的胜任力素质模型对核心岗位的人员评价和
引进进行应用。

关键词：民营企业；集团管控；管控模式；集权分权；有效管理

ABSTRACT
30 years of reform and opening up, China's socialist market economic system
reform has entered into the deep water area. In the process of development of Chinese
private economy, by virtue of a venture patriarch efforts, many private enterprises
have developed rapidly, management scale is also growing rapidly, and some even
made the multinational enterprise group. But in the aspect of enterprise management,
but also far failed to establish system and scientific management system, restricted the
further development of private enterprises.
From the group control point of view, the current domestic private entrepreneurs
lack of experience in this area, the centralization or decentralization efforts to grasp in
place is not a common phenomenon. One is the excessive centralization of state power,
the enterprise shall bow Pro family, which for a small scale of the enterprises can be
said to be a highly efficient management mode, but in the enterprise development to
the group size, if the number of enterprises still size matters personally and make
decisions, not only inefficient, but also interferes with subsidiaries in a considerable
degree the daily management and weakened the subordinate company managers work
enthusiasm and the sense of achievement. Another kind of circumstance is excessive
decentralization, group headquarters to a lack of effective monitoring mechanism, the
internal linkage group and affiliated companies is very fragile, in fact it is a relationship
be neither friendly nor aloof, this often caused by subsidiaries act of one's own free
will situation. A food enterprises in China is a typical example, when the company
from a single enterprise quickly developed into a large scale, and has many branches of
the group enterprises in all parts of the country, the boss thinks himself not so much
branch, and appoint the company several veteran entrepreneurs each tube several
subsidiary companies, but has no restriction on their power, at the end of each sub
company each have a set of system management, communication and coordination
between each other, forming a separatist tendency in the group, headquarters control
out of control, group company name, business development is seriously affected.
Thus, when facing the huge enterprise group, how to carry on effective
management and control to the subsidiary, subsidiary, the integration of resources at
headquarters for its service, and not a grasp on the die, put random, is not a simple issue.
If not handled properly, for the long-term development of the company will be laid
great dangers.
This paper carries on the management control system design of the case enterprise
use management model, and defines the responsibilities, organizational structure and
interface, by using post value evaluation model to evaluate the core position, writing
core job descriptions, and finally establish the case enterprise competency model of
core staff positions evaluation and the introduction of application.
Keywords: private enterprise; group control; control mode; centralization and
decentralization; effective management