1、內部產權不清
1. Internal property rights are unclear
盡管企業對外“一股獨大”，但是往往在內部股東，即家庭成員之間缺乏契約關系，不斷出現產權糾紛。企業創業初期，單一的產權結構容易造成企業資產與家庭財產混淆，含糊不清，而成員內部，由于缺乏契約化的產權界定，這為做大后的產權糾紛留下了隱患。企業常常表現出能共苦卻不能同甘的特點，當企業積累了一定的資本后，股東之間對榮譽、金錢和權力的看法產生分歧，容易出現股權問題，導致企業受到重創，嚴重的甚至解體。
Although the enterprise is "dominant in one share", there is often a lack of contractual relationship between internal shareholders, i.e. family members, and property rights disputes continue to arise. In the early stage of enterprise entrepreneurship, a single property right structure is easy to cause confusion and ambiguity between enterprise assets and family property. However, due to the lack of contractual property rights definition within members, this leaves hidden dangers for property rights disputes after expansion. Enterprises often show the characteristics of being able to share the pain but not the same. When the enterprise has accumulated a certain amount of capital, the shareholders have different views on honor, money and power, which is prone to equity problems, leading to serious damage to the enterprise, even disintegration.
2、人才管理體系嚴重缺失
2. Serious shortage of talent management system
濟南頂層架構設計公司認為，在企業創立初期，出于家庭內外有別的倫理關系的考慮，成員通常是成員，然而，隨著企業的發展，這種關系容易造成企業組織內部幫派體系及組織內耗，妨礙企業的成長。因此，要求企業與他人分享所有權和經營權，這將使企業面臨很大的風險。
Jinan Top-level Architecture Design Company believes that in the early stage of the establishment of the enterprise, members are usually members due to the consideration of other ethical relationships inside and outside the family. However, with the development of the enterprise, this relationship is likely to cause internal friction within the enterprise organization and the organization, and hinder the growth of the enterprise. Therefore, enterprises are required to share ownership and management rights with others, which will make enterprises face great risks.
企業主難以雇傭到高能力、高忠誠度的管理人才，即使雇傭到他們，決策人也或多或少帶有一定的防范心理。所以企業常常表現出因無原則地照顧成員而降低企業的效率，同時又因非成員在企業中不受重用，影響這些人才的積極性，造成外部人員流動大，勢必會限制企業發展的腳步。
It is difficult for business owners to hire management talents with high ability and high loyalty. Even if they are employed, the decision-makers are more or less defensive. Therefore, enterprises often show that they reduce the efficiency of enterprises by taking care of their members in an unprincipled way, and at the same time, because non-members are not reused in the enterprise, the enthusiasm of these professionals is affected, resulting in a large flow of external personnel, which is bound to limit the pace of enterprise development.
3、企業治理結構形式化
3. Formalization of corporate governance structure
在企業中，即使建立了規范的治理結構，但也很難落實。實際上，用管理機制代替治理結構，是企業很常見的體制性問題。企業的治理結構中盡管設置了董事會，但由于股權高度集中，董事會由大股東控制，形同虛設。
In enterprises, even if a standardized governance structure is established, it is difficult to implement it. In fact, it is a common institutional problem for enterprises to replace the governance structure with management mechanism. Although there is a board of directors in the corporate governance structure, due to the high concentration of equity, the board of directors is controlled by major shareholders, which is virtually non-existent.
而且組織中存在家文化，使企業決策人在管理實踐的過程中，常常自覺或不自覺地用“操縱”代替“管理控制”，組織、各項規章制度及標準的制定缺乏公開公平，這些造成現行的治理結構中，外成員參與較少，不但決策透明度低，而且缺乏良好的內部風險控制機制，企業外部對企業的監督嚴重缺失，影響決策的科學性，破壞了企業的美好目標。
Moreover, there is a family culture in the organization, which makes enterprise decision-makers often use "manipulation" to replace "management control" consciously or unconsciously in the process of management practice, and the organization, various rules and regulations and standards are formulated without openness and fairness, which results in less participation of external members in the current governance structure, not only low decision-making transparency, but also lack of good internal risk control mechanism, and serious lack of external supervision of the enterprise, It affects the scientific nature of decision-making and destroys the good goal of the enterprise.
4、缺乏良好的企業文化
4. Lack of good corporate culture
有些企業對企業文化認識不足，僅僅從口號上來理解，流于形式，雷同現象明顯，雖然在企業內部也設立相應機構，但形同虛設。企業決策人為了生計，不被殘酷的市場淘汰，往往更多地考慮企業的現狀，追求的是短期利益，對于注重長遠利益的文化戰略他們無暇顧及。因此，企業在管理過程中難以形成“以人為本”的企業文化，更無法依托這種文化來增強企業不斷進取發展的能力。
Some enterprises have insufficient understanding of the corporate culture, and only understand it from the slogan, which is a mere formality. The phenomenon of similarity is obvious. Although corresponding organizations are also set up inside the enterprise, they are in the same form. In order to make a living and not be eliminated by the cruel market, enterprise decision-makers often pay more attention to the current situation of the enterprise and pursue short-term interests. They have no time to take into account the cultural strategy that focuses on long-term interests. Therefore, it is difficult for enterprises to form a "people-oriented" corporate culture in the process of management, let alone rely on this culture to enhance the ability of enterprises to keep forging ahead.
The related contents of many malpractices caused by the unreasonable ownership structure are explained reasonably. If you have any difficult problems or needs, you can come to our website at any time http://www.yunjingwu.com.cn Consult and understand!
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