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holding share will not be useful to state-owned enterprise. After the WTO entry, the
first war to break out between China enterprise and foreign ones is to acquire
excellent human capital. Then come the components of product and market. As to
ownership reform of state-owned enterprise, he said that past reform demonstrated
that enterprises owned only by state have a low efficiency. Contrary to this, the ones
with mixed ownership work better. Ownership reform of state-owned enterprise, to a
large degree, must rely on the nonpublic economy. Of course, he pointed out that
there are many shortcomings existing in private economy. The boss of private
enterprise must face and handle the wealth properly.
When it came to the corporation culture, he first pointed out the wrong doings
nowadays.
―Establishing corporation culture does not mean to sponsor cultural events or run
culture industry, neither to make VI (Vision Identity).‖He said, ―The core is the value
system of its employees. Corporation culture is the reflection of the employee‘s
sense of value on their enterprise system.‖ State-owned enterprise should give up
the traditional ideas that everyone is similar in ability but different in position and one
shouldn‘t get more salary than the others. State-owned enterprise must tell its
employees that they are different in abilities. So their positions are different. Different
positions hold different responsibilities and risks. So their incomes must be different.
He believed it will make state-owned enterprises become more energetic. He also
neglected that enterprise culture is the culture acquired by its boss or CEO through
education or social experience.
The lecture is one of a series of lectures which are the courses of remote education
program hosted by School of Economics and Beida-Online Company, Peking
University.
Edited By : Liu Li
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