Executive Powers Of State-owned Enterprises Operating Control Mechanism

State-owned enterprises are the backbone of China's national economy, senior executives of state-owned enterprise take the important responsibility for the value preservation and increment of state-owned assets. With the rapid economic development and globalization and intensified market competition, being self-disciplinary and regulating the use of clean power is extremely important for senior executives in leading state-owned enterprises in profitable survival and development process, which also becomes the difficulty in preventing corruption of state-owned enterprise executives presently.The thesis gave an overview of the global development of state-owned enterprises, reviewed and summarized the historical formation process of state-owned enterprises and reform and development stage. On the basis of above statement, the author defined the concepts of state-owned enterprises and executives state-owned enterprise, then used the foreign state-owned enterprise management mode for reference especially executives of state-owned enterprise management experience and practice of three countries: the U.S., Singapore and South Korea.In recent years, through in-depth analysis of as a typical case--- Lanzhou Carbon Corporation scandal and Yaojie Coal Group Chairman Lee Renzhi corruption cases investigated by Gansu Provincial Discipline Inspection Commission, the author analyzed some common problems in the executives' power control and supervision of state-owned enterprises from the perspective of administrative supervision, and finally put forward some recommendations.The thesis put forward the following means to establish operating and monitoring mechanism of state-owned executive power so as to solve the existing problems of state-owned executives supervision: Strengthening legislative supervision and integration of resources, establishing executive talent market and improve the performance evaluation model for effective supervision of executives to create a good external environment; Based on classified management of state-owned enterprises, establishing and perfecting modern enterprises' system, improving corporate governance structure of state-owned enterprises and the rational allocation of executive power; Improving human resources management within the state-owned enterprises, establishing reasonable and effective incentive mechanism to create a fair, progressive, dynamic enterprise culture.