Research On Corporate Governance Structure Improvement For Yunnan State-Owned Enterprises

Corporate governance structure, with the main characteristic of internal administration structure composed by shareholders’ meeting, board of directors, board of supervisors and management, is the core of modern enterprise, through which the efficient and scientific business decisions, reasonable enterprise architecture and efficient authority restriction can be guaranteed.Corporate governance structure for Yunnan state-owned enterprise experienced the power expansion and profits transfer, contract operation, establishing modern enterprise system, etc. However, there still exist some deficiencies as a whole in terms of corporate governance structure, among which close attention shall be paid to that the incomplete governance structure, non-standard business decision-making, imperfect responsibility assigning mechanism and the occurrence of corruption etc.This paper aims to summarize and analyse the main practices and existing problems during the process of consummating the Yunnan state-owned corporate governance structure and to present the goal, ideas, principles, measures and methods in improving the state-owned corporate governance structure. The measures and methods consist of further improving mechanism, clearly defining the rights and responsibility of corporate governance structure parties, establishing restraint mechanism to efficiently check and balance the right of chairman, creating a healthy environment for external supervision on corporate governance structure. Meanwhile, attention should be paid to drawing lessons and patterns from foreign corporate goverance structure to continuously improve the Yunnan state-owned corporate governance structure.In order to improve the Yunnan state-owned corporate governance structure, supporting measures must be effectively established; leadship responsibility system for corporate governance structure shall be set up; institutional improvement for corporate governance structure should be accelerated; the optimization of talent structure shall be enhanced; and supervision resources should be unremittingly integrate to form linkage mechanism.