TL Construction Industry In Tibet Group's Management And Control Model Research

Tibet is of great strategic significance of our country as its south-west barrier. Thus the development of state-owned enterprises in this area has not only great strategic meaning but also practical economic implications in terms of integrating of resources, pooling of capital and sustaining of the economy and society. After collectivization has been included in Tibet's 12th Five-Years Development Plan as the strategic direction of the development of state-owned enterprises, TL Group, as the largest wholly state-owned company in Tibet, has great fortune to be the first group company when the government set out to cultivate enterprises group which is supposed to play supporting and leading role in Tibet's economy. However, collectivization is just in the infant stage and the problem of management control mode of parent-subsidiary companies, the core problem in collectivization, is especially tough in Tibet, not to mention the large cultural differences in minority region. The foundation of capital operation in Tibet lags behind other regions in despite of its comparative advantage in resources. Thus, finding out how to establish an operational management control mode during the process of collectivization in minority region has great theoretical implication as well as practical meaning.This paper contains seven parts. The 1st one describes the selection of the topic, the objective of the study, the logical framework of the article and the research method of the paper. The 2nd part explains fundamental concepts and theory such as management control mode and summarizes theories in this area at home and abroad. The following two parts applies PEST and Porter's Five Forces Model to analysis TL Group's present situation and then sums up its challenges in group control. The 5th part brings out the design of TL Group's control mode in terms of group strategy and industry development, and gradually present measures for the organization structural of the head of the group and management control mode of specific subsidiary company. The 6th part focus on related implementation step and key links of the process concerned special situations of minority region. The last part provide the construction pattern of management control mode of state-owned groups in minority concentrated regions and the direction for further study.This study may contribute in two aspects, one is bringing about the investigation in management control mode of state-owned companies in developing area through the study of TL Group, and the other is analyzing the effectiveness of the implementation of management and control mode in terms of cultural differences. The major deficiency of this paper is its insufficient quantitative analysis. As TL Group is a newly-built one, the present data it provides is not enough to support quantitative analysis, thus to make management control mode more scientific would be the direction of further study.