Training background: With the rapid economic growth and economic globalization in China, many China enterprises have begun to enter the stage of collectivization development, and the management and control of enterprise groups are facing many problems: Why must the group headquarters strengthen the construction of the group management and control system at all costs? Under the modern enterprise system, what powers does the law give to the group headquarters? What are the ways and methods to create value for the group headquarters? How should the strategy of group enterprises be formulated? What role does group strategy have for subordinate units? The group headquarters has unclear positioning, unclear responsibilities, and serious management dislocation and offside. How to solve it? How to improve the ability of group headquarters? How can all functional departments of the group headquarters achieve clear responsibilities and orderly management? How does the group headquarters construct an appropriate system of strategic control, financial control and manpower control? How should the group headquarters evaluate the performance of its subordinate units? How should group enterprises manage the top management of subordinate units in order to realize the orderly management of group enterprises? This course will answer these questions professionally and comprehensively according to the discussion of management and control systems of many successful enterprise groups.

Course benefits: 1. Through the actual case analysis of each chapter, students can improve their understanding of the management and control system of enterprise groups, and can diagnose and analyze the shortcomings and defects in the management and control of enterprise groups in combination with the actual situation of students; 2. Enhance the self-evaluation ability of enterprise leaders or student managers on the group management and control system, and establish effective methods and means of group management and control; 3. Through interactive case analysis, help student enterprises to establish an effective enterprise group management and control system that is in line with their own reality.

Course outline: 1. Introduction to enterprise group management 1. Connotation and characteristics of enterprise groups. Basic types of enterprise groups. Connotation and characteristics of enterprise group management and control. Evaluation index of enterprise group management and control system construction. Case study: Tianjin TEDA Holding Group Management and Control System. Second, the choice of management and control mode of enterprise group 1, case analysis of "33 1" management and control mode of Shanghai Yidian Group 2. Advantages and disadvantages of five basic management and control modes of enterprise group 3. Analysis of development trend of management and control mode of enterprise group 4. Management and control outline of enterprise group 5. Case analysis: management and control mode of CT Telecom Group. Third, the functional orientation of the headquarters and parent company of enterprise group 1, the case analysis of the functional orientation of OCT group company 2, the existing value of the parent company of enterprise group 3, the research on the function of the parent company of enterprise group 4, the basic principles of the functional orientation of the parent company of enterprise group 5, the main problems existing in the functional orientation of the parent company of enterprise group in China 6, the basic content of the functional orientation of the parent company of enterprise group 7, the case analysis: how the headquarters of CCIE Energy Group Company can better function. Four. Organizational structure design of enterprise group 1, case analysis of matrix organizational structure of Chunlan group 2, connotation and basic principles of organizational structure design of enterprise group 3, main contents of organizational structure design of enterprise group 4, basic types of organizational structure design of enterprise group 5, main ways of diversified centralized management of enterprise group business 6, responsibility center system of enterprise group management 7, organizational structure design of enterprise group headquarters 8, case analysis: divestiture and organization of Lloyd's of London. V. Case analysis of enterprise group strategic management system 1 and GE business management system 2. Basic contents of enterprise group strategic management 3. Connotation and characteristics of enterprise group strategic management system 4. Group strategic management mode 5. Group strategic management control degree 6. Group strategic management organization design 7. Group strategic coordination mechanism 8. Group strategic management supervision mechanism 9. Group operating performance evaluation system 10. Case analysis: Human resource management and control system of enterprise group 1, case analysis of human resource management and control system construction of Fosun Group II. Basic contents and characteristics of human resource management in enterprise groups. Connotation of human resources management and control system in enterprise groups. The fifth group is human resource management and control mode. 6. Degree of human resource management and control of the Group. The seventh group of human resource management and control organization design. The eighth group middle and senior talent team construction. 9. Supervision mechanism of group human resources management and control. Case study: management and control measures of human resources in Hisense Group. Seven. Enterprise group financial control system 1, case study of Xiaoya group's "three unifications and two business divisions" 2, the meaning of enterprise group financial control system 3, the connotation and characteristics of enterprise group financial control system 4, group financial control model 5, group financial control degree 6, group financial control organization design 7, group comprehensive budget management system 8, group financial control supervision mechanism 9, group financial performance evaluation system/ Kloc-0/0 VIII. Internal audit control system of enterprise group 1, case analysis of GE vertical audit control system 2. Difference between internal audit and external audit 3. Basic characteristics of internal audit of enterprise group 4. Main functions of internal audit of group 5. Several organizational leadership modes of internal audit of group 6. Control mode of internal audit of group 7. Control degree of internal audit management of group 8. Supervision mechanism of internal audit of group 9. Scope and methods of internal audit of group/ Brand management and control system of enterprise groups 1. Case analysis of Lenovo brand management and control strategy II. The basic connotation and main types of enterprise group brand. Connotation of brand management and control system of enterprise group. Group brand management and control mode 5. Brand management and control system of the sixth group. 7. Group brand management organization design. Supervision mechanism of group brand management and control. Case Study: Brand Management and Control System of Citigroup. X. Corporate Culture Management System 1, Case Analysis of yantai wanhua Corporate Culture Management System 2, Basic Connotation of Corporate Culture 3, Basic Connotation and Characteristics of Corporate Culture 4, Corporate Culture Management Mode 5, Corporate Culture Management Control 6, Corporate Culture Management Organization Design 7, Supervision Mechanism 8, Case Analysis: Implementation Outline of Dalian Wanda Group's Cultural Construction. XI。 Live question and answer