【作者】 周进；

【导师】 葛永盛；

【作者基本信息】 华东理工大学 ， 工商管理（MBA）（专业学位）， 2016， 硕士

【摘要】 家族企业是我国民营企业的主要部分,并且家族企业对中国经济的影响力也越来越大。然而,随着时代的发展,不少家族企业的创始人开始逐步退出,作为家族企业核心的企业创始人退出后,家族企业如何持续发展成为一个家族企业急需解决的问题。有的家族企业采取培养继承人的方式来延续企业,有的家族企业选择将企业股权进行转让或者采用其他理财方式来实现家族财富的传承,也有家族企业实现所有权和经营权分离,聘请职业经理人管理和经营企业。但是随着企业的发展,实现所有权和经营权分离,并聘用职业经理人是很多家族企业的必然趋势。很多家族企业认为职业经理人难以信任,特别在当前对金钱看得比较重的社会背景下,家族企业对职业经理人的信任度比较低；但是如果不充分放权,职业经理人将很难发挥其应有的作用。选出合适的职业经理人后,在尽量不干涉职业经理人经营权的前提下,家族企业应当如何对职业经理人进行约束这是很多民营企业关注的问题。本文以家族企业K家族企业为例,结合相关理论和K家族企业的实际情况进行研究,为K家族企业建立了职业经理人内部约束机制。并提出关于完善家族企业职业经理人内部约束机制构建的对策和建议,从而为家族企业构建职业经理人内部约束机制提供了有效的指引。更多还原

【Abstract】 Family enterprise is main part of China’s private enterprises and has more and more influence on China’s economy. Along with the development of The Times, many founders begin to quit gradually as the core of the business, an urgent problem is how to keep sustainable development. Some family enterprises adopt the method of training successors to the continuation of the enterprises, some family businesses choose equity transfer or other financing way to realize the inheritance of family wealth. And also some family enterprises separate ownership from management and employ professional managers to manage and operate the enterprise. But with the development of enterprises, separation of ownership and management and recruitment of professional managers is an inevitable trend of many family enterprises.Many family enterprises find it hard to trust professional managers, especially in the current society which attach too much importance on money. Credibility of professional managers is lower in family enterprise, but if not delegated enough authority, it is difficult for professional managers to play its due role. After choosing appropriate professional managers, on the premise of not interfering in professional manager management as far as possible, focus of many family businesses is how they should bring discipline to professional managers.This paper takes the family enterprise K Group as an example, Combined with the relevant theories and the actual situation of K group and establish a internal constraint system for professional managers. It also gives countermeasures and suggestions on improving internal constraint system of the professional managers. And effective guidance is provided for internal constraint system of the professional managers.更多还原