Problems In Restructuring State-Owned Enterprises

　　 Reform of state-owned enterprises It is a crucial process involving multiple interests. In recent years, with the vigorous reform of state-owned enterprises, state-owned enterprises have largely withdrawn from state-owned shares, and most of them have realized diversification and privatization of shares. But in fact, although many enterprises have completed the restructuring in the form, and have not really "changed the system", after the restructuring, the overall internal management condition of the enterprises is not good, and the low market competitiveness situation has made the reform only half of the transformation. How to reform the real estate industry is still a difficult problem to be solved.

Transforming state-owned enterprises into " Derivative private sector "?

Most of the enterprises that have "changed" but not "changed" have only diversified or privatized stock ownership, but in fact, the scientific and flexible management system of enterprises has not been established. These enterprises are neither state-owned nor private enterprises in general sense, which we call "derivative private".

The following problems are common in such enterprises:

1, though Diversified shareholding The decline in decision-making quality and efficiency.

The "derivative private" enterprises have lost the advantages of centralized coordination of state-owned enterprises, and have not formed the flexible operation mechanism of private enterprises. Some enterprises even take full shareholding and full shareholding, and even buy a few thousand dollars, even if they need to buy a thousand yuan. Moreover, this seemingly democratic decision is not necessarily of high quality.

2, there is a contradiction between shareholder awareness and employee awareness, from "big pot" to " Big pot stocks "A lot of enterprises are transformed into diversified shareholding companies, and the relationship of property rights has not been implemented. The main reason is confusion between shareholders and employees. Some enterprises have been restructured, and employees have invested in shares and become shareholders of enterprises. But they do not really understand the rights, responsibilities and interests of stockholders, and their corresponding risk awareness is even weaker. They tend to be confused with employees' fund-raising. Some of the employees of restructured enterprises become shareholders after they invest in shares. They believe that since they have become shareholders, of course, they should become employees of enterprises, and enterprises have no right to adjust and configure normal personnel. Therefore, it is difficult to form a competition and incentive mechanism within the enterprises. In fact, from "big pot" to "big pot stocks", the fundamental change of concept has not been completed.

3, the internal scientific management system has not been established, and can not meet the market demand.

The system of "restructuring" instead of "changing" has only completed the basic requirements of corporatization reform, and the internal operation system of decision-making mechanism, operation mechanism and distribution mechanism of enterprises still has many traces of the original system. In the face of the market, competitiveness is still insufficient, which is the main reason for the two restructuring of many enterprises.