Research Of The Management And Control In SDTY Group

Since the reform and opening-up, the collectivize operation concept has gradually penetrated into all kinds of enterprises nationwide, including state-owned and private companies. Regardless of whether the business of an enterprise is diversified or single set, transforming it into a Group is always the direction. However, due to inadequate understanding of the collectivize operation concept, the form of collectivization is often the one that is focused on, rather than its content. The reality issue which the collectivize enterprises of our country are facing in their operational management is the Management and Control issues within parent-subsidiary companies.SDTY Group was incorporated in1999starting with the real estate business and has gone through development after ten years of effort. The business focus has been developed from single set real estate development to other fields during several years and the enterprise group has been founded thereafter, with SDTY Real Estate Development Group Co., Ltd being the parent company and consisting of business segments of real estate, mining, energy, finance and etc.. The Group has eventually become a private enterprise group with strong regional influence. The Group has been constantly building up all kinds of management system to implement management-control on strategy, finance, human resources, investment and financing, production and operation, and internal audit etc. and has achieved certain effect. However, due to the short time of incorporation, rapid development and big span of its businesses, a lot of issues and problems occurred during the actual management process, among which the main ones are the imperfect and unclear governance structure of the parent-subsidiary companies, and the failure of taking systematic Management and Control measures that are matching the Group’s strategy.By means of analyzing and combing the current governing structure, business development and management system of the Group, the writer believes that the parent company should be positioned as the strategic decision center, control and coordination center and service guiding center along with the development of the Group’s business scale. Due to the industries that the subsidiaries involved in are decentralized and the environment factors influencing the selection of the management-control modes are different, the parent company’ s management control modes implementing to the subsidiaries need to be confirmed respectively. To the real estate company, a governance mode should be adopted; to the finance business, a self-management mode can be adopted; to the mining and energy companies, a combination of administration and governance modes is suitable. A suggestion is made that overall budgeting management should be implemented within the Group. This paper would bring certain positive effect to any deepening and optimization of SDTY Group’s future control system, as well as management goals of continued promotion of its organization activities, core competence and strategic decision making ability.Due to the time limit and the restriction of the writer’s research quality, the paper still has some limitations. Although the selection of SDTY Group’s management—control mode is completed, the optimization means is formulated, the operability of which remains to be put into practice and confirmed. The share of the Group’ s overseas projects is growing, the management-control of the overseas companies is yet to be analyzed and discussed, which should be paid attention to and conducted research on in succeeding management and practice.