Since the late 1970s, the reform of state-owned enterprises in China has gone through more than 40 years. From the separation of government and enterprise, property rights expansion to the current shareholding system reform, the pace of state-owned enterprise reform in China has never stopped, and of course it has achieved certain results. However, while seeing the effectiveness of the reform, we should not be complacent. We should see that the ways and methods of state-owned enterprise reform in China are not comprehensive enough, and there are still some problems in the process of state-owned enterprise reform. Generally speaking, there are the following points.
(1) Enterprises have an inaccurate understanding of rationalizing property rights. At present, one of the most important and effective measures taken by our government in the process of state-owned enterprise reform is to straighten out the property rights relationship, so as to clarify the property rights. However, the property right reform has touched the deep-seated interests of state-owned enterprises in China. Compared with the previous reform mode of decentralization and profit-making, China's property rights reform measures do not seem to bring intuitive benefits to state-owned enterprises. Influenced by traditional ideas, some enterprises have not formed a correct understanding of the significance of rationalizing property rights to enterprises. Some enterprises even mistakenly believe that it is unnecessary and unnecessary to let property rights management agencies enter the enterprise, fearing that straightening out property rights relations will not only be beneficial to enterprises, but may even lead to the loss of vested interests of enterprises.
(2) The supervision direction of state-owned enterprises is too detailed. Influenced by the era of planned economy, most state-owned enterprises in China are state-controlled. As the supervision departments of state-owned assets, SASAC and other departments put too much experience in the personnel transfer and production and operation arrangements of state-owned enterprises in the process of state-owned enterprise reform. It is true that the above activities will affect the development of state-owned enterprises in China to a certain extent, but if the state intervenes too much in the production, operation and management activities of state-owned enterprises in China, it will lead to the loss of autonomy of state-owned enterprises in China and hinder the reorganization of state-owned enterprises in China.
(3) The employees of state-owned enterprises have insufficient understanding of the shareholding system reform of state-owned enterprises. In the process of state-owned enterprise reform in China, employees will be streamlined to a certain extent, which will lead to some employees losing their jobs. Moreover, they are very dissatisfied with the restructuring of state-owned enterprises, and even think that the reform of state-owned enterprises is a sign of the retrogression of our times. Some people think that the shareholding system belongs to capitalist countries and we are a socialist society. If capitalist countries are used to manage our enterprises, our economy will fall into the trap of capitalist economy. Therefore, they show strong dissatisfaction with the reform of state-owned enterprises in thought and action.
Step 2: Solution
In order to effectively solve the difficulties encountered in the reform of state-owned enterprises in China, the author believes that we can start with the following points to promote the smooth completion of the reform of state-owned enterprises in China.
(1) Introduce the shareholding system reform. The shareholding system is characterized by its rapid accumulation of idle social funds, which was widely adopted by most capitalism as early as centuries ago. Marx also spoke highly of the shareholding system in Das Kapital, believing that the shareholding system is a great invention of human society and one of the new modes of production. From the perspective of the world's top 500 companies, it is not difficult to find that most of the top 500 companies have adopted the form of joint-stock company organization. This shows that the organizational form of joint-stock companies is the product of the development of human society. However, there are many prejudices that the shareholding system is the product of capitalism, so the shareholding system also has capitalist attributes. This view is obviously a serious left-leaning ideological error. As Deng Xiaoping said, no matter whether it is a black cat or a white cat, what can be used for me is a good cat. Capitalism can organize companies in the form of shareholding system, and socialism can also organize companies in the form of shareholding system. Fundamentally speaking, the essential attribute of shareholding system is a new and effective form of company organization, and it does not have any class attribute. Just because the shareholding system is adopted by capitalism cannot be considered as a capitalist attribute.
(2) Reduce or avoid the risk loss of enterprises through risk management. Under the background of market economy, enterprises must pay attention to and guard against risks if they want to develop. State-owned enterprises, in particular, are large in scale and difficult to turn around. Therefore, state-owned enterprises should make clear the project risks at the beginning of decision-making and take risk prevention measures in order to be invincible in the fierce market competition. Specifically, in the process of development, state-owned enterprises mainly face the following risks, such as decision-making error risk, market transaction risk caused by market information asymmetry, market failure and moral hazard. Enterprises, especially state-owned enterprises, should learn to share the risks, convert investors' investment into equity as much as possible, make investors become shareholders, and minimize the risks faced by enterprises in the development process. For example, a newspaper company in the United States has more than 3 million shareholders. Although its income is 3 million, its risk is 3 million. From the above examples of developed countries, we can see that this risk sharing method can alleviate the risks of enterprises to a certain extent. Especially for the state-owned enterprises in China, this way of risk sharing can avoid and reduce the loss of state-owned assets to the greatest extent, thus avoiding the economic turmoil and social instability in China.
(3) Introducing asset management to effectively reduce the asset-liability ratio of state-owned enterprises. Influenced by the planned economy period, China's state-owned enterprises generally have the characteristics of high asset-liability ratio and low asset appreciation rate. Although China has introduced many policies to reduce the assets and liabilities of state-owned enterprises, the high asset-liability ratio is still hindering the development of state-owned enterprises in China. In terms of market competition, compared with other enterprises, the burden of assets and liabilities of state-owned enterprises is too heavy, which seriously restricts the pace of their reform and development.
(4) Building excellent corporate culture. The existence and quality of corporate culture directly determines whether an enterprise can achieve rapid development. Especially in the current market economy era, having excellent corporate culture can not only effectively enhance the influence of corporate brands, but also form centripetal force and cohesion among employees. Therefore, the construction of excellent corporate culture is of great significance to the development of enterprises. Generally speaking, China's state-owned enterprises have the characteristics of large scale and many employees. Therefore, how to unite people's hearts and make everyone's efforts concentrated in one place is one of the most important problems to be solved in the development of state-owned enterprises in China, and building excellent corporate culture can solve the above problems. Specifically, the cultural construction of China's state-owned enterprises is to arm employees with the party's advanced ideas, take the "people-oriented" idea as the core of corporate culture, and fully respect and care for employees.
(5) Cultivate "entrepreneurs" of state-owned enterprises. Traditionally, state-owned enterprises in China do not need "entrepreneurs", only private enterprises need "entrepreneurs". The main reason is that state-owned enterprises are directly led by the state and directly obey the orders of the state.
However, with China entering the era of socialist market economy, this concept has obviously failed to keep up with the trend of the times. According to Marxist viewpoint, talent is the most important factor of production. Some economists in China also pointed out that the management level of professional management talents in enterprises will directly determine and affect the development level of an enterprise. As early as the Fourth Plenary Session of the 15th CPC Central Committee, the China Municipal Government promulgated "the Central Committee of the Communist Party of China's Decision on Several Major Issues Concerning the Reform and Development of State-owned Enterprises" (hereinafter referred to as the "Decision"), which also pointed out that in order to ensure the position of China's state-owned enterprises in the fierce market competition, China's state-owned enterprises must conform to the trend of the times and train a large number of outstanding entrepreneurs to ensure an invincible position in the fierce market competition. Obviously, our government has recognized the importance of professionals to the development of enterprises many years ago. Specifically, "entrepreneurs" of state-owned enterprises must learn financial, legal, marketing and other professional knowledge, receive regular training, keep the habit of lifelong learning, update their professional knowledge in time, and lead China state-owned enterprises to prosperity.
To sum up, the reform of state-owned enterprises in China still has a long way to go. How to conform to the trend of the times and keep up with the development of China's socialist market economy is one of the major problems that need to be solved in the reform of state-owned enterprises in China. Based on the modern economic management methods of several western developed countries, the author puts forward his own humble opinion and analyzes how to apply these advanced management methods to the reform of state-owned enterprises in China. The author believes that the reform of state-owned enterprises is imperative and will eventually win a great victory.
refer to
Li Xiaoyu. On the establishment of local state-owned assets management system [J]. journal of anqing teachers (Social Science Edition), No.03, 2000.
[2] Qi Yanping. Establishing the selection mechanism of entrepreneurs in state-owned enterprises [J]. Journal of beijing university of chemical technology (Social Science Edition) No.03, 2002.