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首页 卞华舵如何解决企业分配难题(Bian Hua rudder how to solve the p…

卞华舵如何解决企业分配难题(Bian Hua rudder how to solve the problem of enterprise distribution).doc

卞华舵如何解决企业分配难题(Bian Hua rudder h…

张诗芝
2018-04-04 0人阅读 举报 0 0 暂无简介

简介:本文档为《卞华舵如何解决企业分配难题(Bian Hua rudder how to solve the problem of enterprise distribution)doc》,可适用于社会民生领域

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卞华舵如何解决企业分配难题(BianHuarudderhowtosolvetheproblemofenterprisedistribution)卞华舵如何解决企业分配难题(BianHuarudderhowtosolvetheproblemofenterprisedistribution)Ifthegoaloftheenterpriseistocreatevalue,andreasonablepropertyrightsarrangementandcooperationisthecornerstoneofcreatingvalue,theorganizationalsystemistheguarantee,thenthereasonabledistributionsystemisakindofincentiveandvalueorientationFromvaluecreationtovalueevaluation,andthentovaluedistribution,itisanorganicandcontinuouswholeThedistributionsystemisoneofthemosttroublesomeproblemsforChineseenterprises,anditisalsoashortboardinthemanagementofChineseenterprisesThedistributionsystemofstateownedenterprisesseemstobeunfairinfairnessItisnotnecessarytosaythattheannualsalarysystemthathasbeenclamoringforinthereformofstateownedenterprisesisalsoloudandsmallPrivateenterpriseshaveaveryflexibledistributionsystem,indeedmobilizedapartofpeople'senthusiasm,buttheenterpriseisbigger,thesenseofdistributionseemstobemoreandmoreineffectiveWeoftenseesuchdebatesonhowtoallocateThefinancedirectorsaidthefinancialmanagementisthecoreoftheenterprise,theenterprise'ssurvivaldependsoncashflow,capitalflowandrationalmanagementofthemostimportanttotheenterprisehumanresourcesdirectorsaidthemostimportantandvaluabletalent,therelationshipbetweenselectedpeople,withgoodpeople,cultivatepeople,balanceandharmonybetweenpeopleisthemostimportantinchargeofmarketingmanagersaid,enterprisescansurviveonwereceivedorders,salesofproductionmanagementforthekingthatourworkthemostbitter,tiredandincomeatleastandisresponsibleforthestrategythatourhighestquality,enterprisestrategicdecisionmakingintheriseandfallofanidea,needisakindofwisdomThequestionis,whatkindofdistributionsystemcanbeusedtobalancetherelationshipbetweenemployeesindifferentpositionsManyenterprisesoftenappearthissituation,thedistributionisnotenough,lessdistribution,notevenmoreInordertomotivateemployees,someenterprisesarerackingtheirbrainstothinkaboutallkindsofdistributionmethodsManyenterprisesreformofthedistributionsystem,introducedanewallocationscheme,althoughtheoverallincomeofemployeeshasincreased,butthesatisfactiondoesnotincreasebutdecrease,ifyoureturntotheoriginaldistributionsystem,isalsofacingtheembarrassmentChineseenterprisesinthedistributionsystemencountered"intoandworry,retreatandworry,butwhenandhappy"dilemmaThereasonwhymanyenterprisesinthedesignofdistributionsystem,eventhemostbasicproblemshavenotseriouslyconsideredBecausethedistributionsystemhasalastinginfluenceonthedevelopmentofenterprises,anditformsaninternaldrivingforceforthebehaviorofemployees,sothedesignofdistributionsystemmustbesystematicallyconsideredfromthebasicpropositionofenterprisesurvivalWemustmakeclearthefollowingfourissuesinordertomakeagooddecisiononthedistributionsystemWhatisthevalueofanenterpriseMaybesomepeoplethinkthatthisisacommonsenseproblem,butitisnotWhatisenterprisevalueOnthesurface,itseemstobeacommonsenseproblem,butactuallyitisalsothemostessentialandprofoundenterpriseproblemItisthebasicphilosophicalpropositionoftheexistenceofanenterpriseManyenterprisesgenerallylightlongtermvalue,theimmediatevalueexistsincognitionlightweightintangiblevalue,tangiblevaluethevalueoflightweight,lightvaluenonmonetaryvalue,heavymonetaryvaluelightsocialvaluetendency,thevalueoftheirownThecognitionofenterprisevalueistooonesided,whichdirectlyleadstotheunilateralismofthedistributionsystempolicyIfthereisinsufficientunderstandingofthevalueoftheenterprise,ornotrealized,itwilldirectlyaffectthedesignofthedistributionsystemBecauseifyoudon'tseethatafactorisavalue,orit'sjustasmallvalue,youcan'tpayenoughattentiontothedistributionofthedesignTheguidingfunctionofdistributionsystemisbasedonthispoint,toreallyfindoutkeytoformmeaningfulactivitiesontheenterprisevalue,throughtherationaldesignoftheincentivedistributionsystem,thiskindofactivities,throughthereasonabledistributionsystemtoincreaseenterprisevalueItisnotclearhowmanyenterprisescontributetothevalueoftheenterpriseandwhatcontributionstheymakeTherefore,inthedesignofthedistributionsystem,theworkoftherealvalueisnotveryheavy,theworkoftherealvalueisverylight,becausethelackofdistributionmechanismorientedmechanism,Thelossofpowertofurthercreatevalue,whocreatedvalueTodefinetheobjectsofdistribution,weshouldanswerthequestionofwhocreatedtheenterprisevalueOnlythecreatoroftherighthastherighttosharethevalueInagriculturalsociety,thecommoncriterionofvaluejudgmentisthatlandandlaborcreatevalueTherefore,theprincipleofdistributioninagriculturalsocietyisthatthelandrentisobtainedbytheexcavatedland,andthelaborergetsthegrainThelandlordandthepeasantclassbecauseoftheconflictinthedistributionsystem,theoutbreakofthe"averagerichandpoorpeasantwar,"asthesloganIntheindustrialsociety,thestandardofvaluejudgmentislaborandcapital(atthistimethelandisalsoakindofcapital)Theworkersgetwages,andthecapitalhastherightofenterpriseresidualclaimTheconflictbetweentheworkingclassandthebourgeoisieinthedistributionsystembrokeouttheproletarianrevolutionInthemiddleandlatestageofindustrialsociety,technologyhasbecomethesameproductivefactorascapitalandlaborTechnologycanshareshares,societyrecognizestechnologytocreatevalue,andrecognizesthevalueofotherintangibleassets,suchastrademarksandgoodwillIntheinformationeconomy,theeraofknowledgeeconomy,thefactorsofvaluecreationforentrepreneurs,knowledge,capitalandlabor,technology,capitalhaslostthemonopolyposition,replacedbytheentrepreneurandknowledge,thisisbecausethestrategicvisionofthesuccessoftheenterprisegreatlydependsontheentrepreneur'sinnovationabilityandknowledgeworkersApennilessknowledgeworkerownsthestockofthecompanyandenjoystherightofdistributionofthesurplusvalueoftheenterprise,whichindicatesthattheowneroftheenterprisehaschangedSincethefoundingofthepeople'sRepublicofChina,theunderstandingofthemainstreamvalueofsocietyhasalsobeenevolvingtothequestionofwhocreatedvalueForexample,thereportsofthePartycongressesoftheCPCgenerallydealtwiththedistributionsystem,andthetwelveandtheformerbasicallyemphasizedthepersistenceofthesystemofdistributionaccordingtoworkPutforwardthe"distributionaccordingtoworkbasedthirteenthbasistheoryoftheprimarystageofsocialism,thecoexistenceofdiverseformsofdistribution"ThecontinuationofthethCongressoftheformulation,butavoidstheproblemofnonlaborfactorsparticipateinthedistributionoftheAccordingtothethNationalCongressoftheCommunistPartyofChina,thedistributionofdistributionaccordingtoworkanddistributionaccordingtoproductionfactorsisabasiceconomicsystemintheprimarystageofsocialism,butitisnotclearwhatfactorsshouldbeallocatedThesixteenreportclearlyputsforwardtheprincipleofestablishingthedistributionoflabor,capital,technologyandmanagementaccordingtocontribution"Reviewthewhocreatedtheproblemofenterprisevaluejudgmentandevolution,therealvalueandcapitalvalueintheearlyperiodofmonopolyanddominantposition,butwiththedevelopmentoftheintangibletechnologyvalue,brandvalue,humanvalue,especiallythevalueofentrepreneurstatusontheriseManyenterprisesdonothaveagoodsolutiontotheproblemofwhocreatedvalueEntrepreneursinstateownedenterprisesdonothavetherighttoclaimthesurplusvalueofenterprises,sotheycannotmotivateentrepreneurstocreategreatervalueChina'sstateownedenterpriseshavethecheapestentrepreneursintheworld,buttheyalsohavetheworld'smostexpensiveinstitutionalcostsThevaluecognitionofprivateenterprisesismostlyintheinitialstageofindustrialsocietyTheythinktheyarecapitalistsandprofessionalmanagersareemployeesItisdifficultforownersandmanagerstoreachaconsensusonthedistributionsystem,anditisdifficulttocooperateHowtoevaluatevalueHowtoevaluatelabor,capital,technology,entrepreneur,management,differentfactorsandtheirrespectivevaluecontributionWhatisthecontributionofinvestors,managers,laborersandtechnologyHowtoevaluatethevaluecontributionofenterprisesindifferentpositionsIndeterminingthecontributionofvalue,weneedtocleartwoquestions:evaluationprincipleandevaluationelementsTheprincipleofevaluationreflectsthevalueorientationanddevelopmentstrategyofanenterprise,whichdeterminesthedirectionthattheenterpriserequireseachvaluemakertogoinOnlybyformingaunifiedforcecanenterprisesdevelopcontinuouslyTheevaluationelementistheevaluationstandardofeachvaluemakerOnlywhenthestandardisdefinedcanthebehaviorofeachvalueberegulatedandthecorrespondingresponsibilitybetakenValueevaluationisthebasisofvaluedistribution,andvalueevaluationisapowerfullevertodriveenterprisemanagementValueevaluationrunsthroughallsubjectsandbusinessprocesses,Itstemsfromtheabovefourbasicpropositionsandfailstomakereasonablejudgmentsandcognition

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