In addition, the selection of directors is also an urgent requirement not only in Quang Binh but also an urgent issue for most enterprises nationwide. The current appointment and promotion mechanism is ineffective, so there should be a mechanism for selecting directors by competitive examination; periodically after 2-3 years, there should be an assessment based on standards and actual work results, classification, commendation, and salary increase for good business directors; and those directors who do not meet the requirements should be replaced. At the same time, there should be a policy of material and spiritual incentives for those with high skills, good professional qualifications, and many contributions to the enterprise so that they can stick with the enterprise for a long time.
3.3.8. Create a legal corridor and favorable business environment for enterprises after effective restructuring and conversion of operations.
State-owned enterprises after equitization as well as ownership conversion through the forms of assignment, sale, business contracting, and enterprise leasing in Quang Binh are generally small in scale and have limited financial capacity, so borrowing investment capital to renew equipment and technology is difficult (due to lack of assets to mortgage when borrowing capital). Although the Government has issued regulations that state-owned enterprises converted into joint stock companies can borrow capital without mortgage, the procedures for borrowing capital are still very cumbersome, and credit institutions still require mortgage. To facilitate the operation of enterprises after conversion, it is necessary to implement the following issues:
- The state must support and create favorable conditions for enterprises in terms of legal framework, investment environment and synchronously issue financial, credit, tax policies... in the direction of creating maximum favorable conditions for enterprises after ownership conversion to encourage enterprises to invest in technological equipment innovation to develop effective production and business.
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- On the provincial side, in addition to the general regime issued by the State, in addition to creating maximum favorable conditions for businesses to operate, the province needs to have policies to support and encourage investment, training policies, and attract labor for businesses according to the law.
goals and programs that are appropriate to the budget capacity and specific situation of the province.
Conclude
Restructuring and innovating to improve the operational efficiency of state-owned enterprises is a major policy of our Party and State; at the same time, it is also an urgent issue of long-term theoretical significance for the innovation and development of the state-owned enterprise sector in the current multi-sector and integrated economy. In that process, it is necessary to both enhance and maintain the leading role of state-owned enterprises and create a driving force to promote healthy competition among enterprises, contributing to high and stable growth of the economy, realizing the socio-economic development orientation goals set by the Party. Therefore, the topic: " Solutions to promote the process of restructuring and innovating state-owned enterprises to improve the efficiency of state-owned enterprises in Quang Binh province today ", has focused on researching the following contents:
1. Systematize basic theories on state-owned enterprises and forms of arrangement and conversion of ownership of state-owned enterprises; analyze both theoretically and practically the necessity of arranging and innovating state-owned enterprises to improve the operational efficiency of state-owned enterprises in Vietnam in the current conditions of a multi-sector economy and international integration.
2. From the current situation of production and business activities as well as the current situation of state-owned enterprise arrangement and innovation in Quang Binh in recent times, the thesis has analyzed in depth the achieved results, pointed out the existing problems, difficulties and causes leading to those problems.
3. Based on the major orientations and solutions of the Party and the State, especially the goals and tasks of arranging and innovating state-owned enterprises in the province in the coming time, the thesis focuses on proposing arrangement and innovation plans for each enterprise in the province, and at the same time, providing feasible solutions and recommendations for implementation.
The arrangement and innovation of state-owned enterprises in Vietnam is a completely new issue that is in the process of being implemented and learned from, and the sources of documents and experiences on the arrangement and innovation of enterprises are not many. Therefore, the research results of the topic inevitably have certain limitations and shortcomings. The process of directing and practicing the arrangement and innovation of state-owned enterprises will arise many new issues that need to be studied to solve and remove promptly. Therefore, the solutions proposed in the topic are only initial proposals, which need to be further studied and completed to better meet the practical requirements of innovation and development to improve the efficiency of state-owned enterprises nationwide in general and in Quang Binh in particular in the coming period.
Index
Page
Show page
Commitment Table of Contents
List of tables
Opening 1
Chapter 1: State-owned enterprises and the need for restructuring and innovation 4
State-owned enterprises in the context of a multi-sector economy and international integration
1.1. General theory of state-owned enterprises 4
1.1.1. Concept of state-owned enterprises 4
1.1.2. Classification of state-owned enterprises 6
1.1.3. The role of state-owned enterprises in a market economy 8
1.1.4. Characteristics of state-owned enterprises in a market economy 10
school
1.2. The need to reorganize and innovate state-owned enterprises in 11
Vietnam
1.2.1. Weaknesses and shortcomings of state-owned enterprises that need to be overcome
1.2.2. Directions and goals of arranging and innovating state-owned enterprises in 21 countries in a socialist-oriented market economy
1.3. Forms of arrangement and conversion of ownership of state-owned enterprises 22
water
1.3.1. Merger, consolidation, dissolution or bankruptcy of state-owned enterprises 23
water
1.3.2. Equitization of state-owned enterprises 24
1.3.3. State-owned enterprise transfer 26
1.3.4. Sale of state-owned enterprises 26
1.3.5. State-owned enterprise business contracts 27
1.3.6. State-owned enterprise leasing 27
Chapter 2 : Current status of State-owned enterprise arrangement and innovation in 29 countries
Quang Binh in recent times
2.1. Business performance of the enterprise 29
government in Quang Binh in recent years
2.1.1. Geographical and natural conditions affecting the process of formation and development of state-owned enterprises in Quang Binh
2.1.2. Production and business activities of 31 state-owned enterprises in Quang Binh in recent years
2.2. Legal basis for implementing the innovation arrangement process 40
state-owned enterprise
2.2.1. Innovation of state enterprise management mechanism 40
2.2.2. Restructuring state-owned enterprises 42
2.3. Current status of the process of arranging and innovating state-owned enterprises 43
Water in Quang Binh in recent times
2.3.1. Situation and results of the implementation of restructuring and innovation of 43 state-owned enterprises in Quang Binh in recent years
2.3.2. Some comments and assessments from the results of the implementation of the arrangement and renovation of 49 state-owned enterprises in Quang Binh in the recent past
2.3.3. Existing problems and limitations in implementing the arrangement and innovation of state-owned enterprises in Quang Binh
2.4. Experience in reforming and innovating state-owned enterprises in a 58
number of countries in the world
2.4.1. Experience in state-owned enterprise reform in China 58
2.4.2. Experience in reforming and innovating state-owned enterprises in 63 Russian Federations
2.4.3. Experience in reforming and innovating state-owned enterprises in 65 Hungary
2.4.4. Experience in reforming and innovating state-owned enterprises in 66 Malaysia
Chapter 3 : Directions and solutions to promote the process of restructuring and innovating state -owned enterprises to contribute to improving the efficiency of state-owned enterprises in Quang Binh in the coming time.
3.1. Basic views, goals and tasks on arrangement and change 68
New state-owned enterprises in Quang Binh province in the coming time
3.1.1. Basic viewpoints on the process of arranging and innovating 68 state-owned enterprises in Quang Binh in the coming time
3.1.2. Objectives and tasks of reorganizing and innovating 69 state-owned enterprises of the province in the coming time
3.2. Specific directions in implementing business arrangement and innovation
State-owned enterprises to improve the efficiency of state-owned enterprises in Quang Binh by 2005
3.2.1. Orientation for arrangement and innovation of state-owned enterprises 71 business activities
3.2.2. Orientation for arrangement and innovation of state-owned enterprises operating in public service activities
3.3. Solutions to promote the process of business arrangement and innovation
State-owned enterprises to contribute to improving the efficiency of state-owned enterprises in Quang Binh in the coming years
3.3.1. It is necessary to focus on propaganda and mobilization work so that departments, branches, leaders and employees in enterprises can recognize
Correct knowledge of policies and strategies for restructuring and innovating state-owned enterprises
3.3.2. Strengthen the direct leadership and direction of the Party and provincial authorities in implementing the arrangement and innovation of state-owned enterprises under provincial management.
3.3.3. Solve the problem of surplus labor well to create the premise for accelerating the process of restructuring and innovating state-owned enterprises.
3.3.4. Resolve and remove difficulties and obstacles, provide financial support to state-owned enterprises of the province to speed up implementation progress.
transfer, sale, business contract and lease of state-owned enterprises
3.3.5. Promote and effectively implement the conversion of ownership in the form of equitization of state-owned enterprises.
3.3.6. Timely innovation in management of enterprises in which the state needs to hold 100% state capital under provincial management.
3.3.7. Strengthening training and fostering of management staff of 96 state-owned enterprises
3.3.8. Create a legal corridor and favorable business environment for 97 enterprises after effective restructuring and conversion.
Conclusion 98
List of references appendix