Study On The Culture Of State-owned Enterprises Governance In China

The status of culture with the development of more economic increase, itsimportant role in the development of economy has become increasingly prominent.According to the developed countries American development experience, culture notonly represents the development level of a country and nation and the degree ofcivilization, but also an important part of the economy, is an important lever topromote economic development. USA cultural industry accounts for1/3of the GDP,USA movie industry output value even more than the iron and steel industry, has anextremely important role in economic development. As a kind of green environmentalprotection of the cultural industry, which to a certain extent on the contribution rate ofGDP indicated that the economic structure is reasonable or not, the contribution rate isgreater economic structure more reasonable. With the further transformation ofChina’s economic development, the role of state-owned cultural enterprises toeconomic development and growth has become increasingly prominent, thedevelopment report of state-owned cultural enterprise central enterprise culture ofstate-owned assets supervision and Management Leading Group Office released in201212at the end of the "(2012)" shows, as of the end of2011, China has total assetsof1596644000000yuan (total assets increased18.7%than2010) of10365state-owned cultural enterprises in2011a total profit of84994000000yuan, grew21.7%than2010. The culture of state-owned enterprises operating income grew by17.1%compared with2010, revenue continued to grow, to push for in-depthdevelopment of China’s economy, has become a new growth point. Clearly pointedout that to promote cultural innovation of system and mechanism of several majorproblems of deepening the reform of the Third Plenary Session of the eighteenthCentral Committee of the Communist Party of Chinese circle. To separategovernment functions from enterprise management, separation of governmentoriented, accelerate the further perfection of the cultural management system, to makethe party and government departments from the office of culture to the culturechanges, speed up the relationship between the government and it is a subordinate cultural enterprises and institutions of the deep well. The Department of supervisionof Party and government departments, supervision and management of state-ownedcultural assets, personnel management and asset management guide tube combination.Speed up the construction of deep cultural system, further improve the entry and exitof cultural market management system, promote various market subjects to participatein fair competition, promote the survival of the fittest, and promote the reasonableeffective nationwide cultural resources flow. Continue to promote the cultural unit ofstate-owned business enterprises, promoting the state-owned business enterpriseculture company, joint-stock reform and speed up. To explore the implementation ofspecial management unit system important state-owned media enterprises inaccordance with the regulations reform. Promote cultural enterprises trans regional,cross industry, cross ownership mergers and re combination, improve the culturalindustry scale, intensive, professional level. The culture of state-owned enterprisescontinued to increase in the economic development of our country’s status decided weshould actively seek the experience, constructs the governance framework for thedevelopment of state-owned cultural enterprises in China, the establishment of amodern enterprise system suitable for the development of the culture of state-ownedenterprises in China, and lay a good foundation for the development of China’sstate-owned cultural enterprises, make it play its important role in the economicdevelopment of china. On the culture of state-owned enterprises governance in Chinain the process, found in the governance of state-owned cultural enterprises still existmany problems, the lack of clarity of property rights, assets ambiguous problems stillexist. In the corporate governance structure, exist in the imperfect corporategovernance structure or operation is not smooth, the board of directors and the boardof supervisors is not able to fully play its role should be played. The supervision ofexternal capital market is not enough, system is not perfect, can not provide a goodenvironment for the development of China’s state-owned cultural enterprises.In order to improve the governance of state-owned cultural enterprises, to makestate-owned cultural enterprises can develop better and faster in China, promote a the culture of state-owned enterprises, and make greater contribution to the economicgrowth of our country, based on the relevant theories of corporate governance theoryand the institutional economics as the analysis foundation, the main use ofcomparative analysis and empirical analysis, the culture of China foreign enterprisesconducted a comprehensive comparison of various related, cite specific examples toanalyze cultural enterprises, from the internal organizational structure governance andexternal capital market in the view of improving were discussed, detailed analysis onthe current status of the Chinese several state-owned cultural enterprises and finds outtheir issues in corporate governance. Third, based on a variety of situation analysis,combined with the governance of foreign enterprise culture and enterprise culture,several typical examples of our country by comparison and analysis, summed up thesignificance of governance experience of foreign culture enterprise culture ofstate-owned enterprises governance in china. Finally, from the actual situation of ourcountry state-owned enterprise culture as the starting point, in view of its unique andspecial, detailed internal structure of property rights, China’s state-owned culturalenterprise organizational structure, incentive mechanism and external governancemechanism. Through improving the culture of state-owned assets supervision andAdministration Commission, set up a special cultural assets investment fund companyin its, improve the efficiency of resource allocation to further strengthen themanagement of state-owned cultural enterprises, enhance the important strength ofour country state-owned enterprise culture in economic development.