国有房地产企业组织变革案例研究
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摘要
激烈的市场竞争以及国际化趋势推动着企业不断完善其内部组织结构。无论是国有大中型企业,还是民营企业,他们都需要在内部管理机制上有进一步突破和创新。国企为了适应全球化、知识经济的挑战必须进行组织形式、经营方式和智力基础设施的变革。组织变革虽然是一个企业经久不衰的研究课题,在理论研究与实践中,也有很多专家和学者总结出了组织变革的不同模式和模型。如“解冻—变革—再冻结”三阶段模式、卡斯特模式、循环适应模式、系统变革模型、流程再造模型等等。但是应该看到,事物在其普遍性的规律中也存在着其特殊性的一面,在引入国外的有关组织理念时,同时应该结合我国企业的现状和特点,才能为国内企业的组织变革提供良好的借鉴与参考。
本文以国有房地产企业的组织变革为研究对象,首先对本课题的研究背景(包括理论背景、现实背景及个人实践背景)及选题意义进行了介绍,构建了研究框架、论述了研究基础、研究方法及研究内容与目标。第二章对相关理论的回顾与评述。从概念上对组织变革进行了界定,并介绍了组织变革的类型、总结了国内外组织变革研究状况、陈述了组织变革的基础理论知识。第三章回顾了成都中航地产公司的变革历程,主要介绍成都中航地产从2003年到至今的时间段里组织变革的曲折发展历程。第四章重点分析了三维组织变革模型的运作规律,然后结合房地产企业的特点确定变革因素,建立修正三维变革模型的框架,并对模型的要素及对其运作规律进行了较为详细的分析。第五章,根据修正的三维组织变革模型理论,从组织变革过程的角度对成都中航地产的组织变革进行截面分析。文章最后对本研究课题进行了总结与展望,并对研究的不足之处进行了说明。
本文的主要创新之处在于通过对成都中航地产的案例分析,并在三维组织结构模型的基础上进行修正运用,初步验证了国有房地产业组织变革的可控因素之间的运作规律。结合中国国有企业的实际情况,总结了影响国有房地产企业组织变革的可控因素,对同行企业实施变革提供了因素借鉴。通过对三维组织模型的修改,重新界定了组织变革的过程,得出在不同阶段企业组织变革的侧重点将会有所不同的结论。这为国有房地产企业方面的组织变革工作提供了管理案例及其分析思路,对国有企业的经营管理和组织变革也有一定的促进作用。
The fierce market competition and internationalization trends drive the enterprises to continuously improve its internal organization structure.Whether it is state-owned enterprise or private enterprise,it need to be further broken through and innovated in the internal management mechanism. The State-owned enterprises in order to adapt to globalization and the challenges of knowledge-based economy must be changed in organization forms,business methods and intellectual infrastructure. Although organization change is an old research topics in theory circle,and many experts and scholars have summed up different models of organization change in theoretical research and practice.Such as "unfreezing - development-freeze"three-stage model,Custer model,Loop adaptation model,The system development models,Process reengineering models and so on.However,it should be seen things exist a particularity side in their universal laws.When we introduce the foreign concepts of organizations,at the same time we should be read with the status and characteristics of China's enterprises to provide a good reference for domestic enterprises’s organization change .
The state-owned estate enterprise organization is the research object in this paper.first of all,the research background of this issue (including the theoretical background,practical background and personal practice of the background) and the topics of significance are introduced to construct a research framework,and then discussed the research-based,research content and objectives in the first chapter.The second chapter has reviewed and commented the relevant theory.Concept of organization developmen was defined and it has described the type of organization developmen,summarized the research situation at home and abroad,presented the basic theory of organization change .The third chapter has reviewed the develepoment course of organization change in the Chengdu China Air estate company.It focuses on the tortuous development process of organizationfrom 2003 to the present day time.The fourth chapter has focused on analyzing the operation laws in three-dimension model of organization change ,and then combined the characteristics of real estate companies to determine development factors.Then the framework of model is proposed,and the model parameters and the regularity of their operation has beene detaily analysised.The chapter five, based on the revised theory of three-dimensional model of organization change , it has analysised the cross-section of Chengdu company from the perspective of the process of organization change .At last, the subject of this study were summarized and prospected, and the inadequacies of the study are described.
The principal innovation of this article is initially validated the operation of law between the controllable factors of organization change in the state-owned real estate,through case studies of real estate in Chengdu,and revisly applicate the model based on three-dimensional model of the organization change .combination of the actual situation of China’s state-owned enterprises,it has summed up the controllable factors which impact of the state-owned real estate enterprise organization change ,it provide a reference for other enterprises.Through changing three-dimensional model,it redefines the process of organization change ,and comes to the conclusion that business focus will be somewhat different in the different stages of organization change .It provides management case and the analysis of case-thinking for other state-owned real estate enterprises,and have a certain role in promoting state-owned enterprises management and organization change .
本文以国有房地产企业的组织变革为研究对象,首先对本课题的研究背景(包括理论背景、现实背景及个人实践背景)及选题意义进行了介绍,构建了研究框架、论述了研究基础、研究方法及研究内容与目标。第二章对相关理论的回顾与评述。从概念上对组织变革进行了界定,并介绍了组织变革的类型、总结了国内外组织变革研究状况、陈述了组织变革的基础理论知识。第三章回顾了成都中航地产公司的变革历程,主要介绍成都中航地产从2003年到至今的时间段里组织变革的曲折发展历程。第四章重点分析了三维组织变革模型的运作规律,然后结合房地产企业的特点确定变革因素,建立修正三维变革模型的框架,并对模型的要素及对其运作规律进行了较为详细的分析。第五章,根据修正的三维组织变革模型理论,从组织变革过程的角度对成都中航地产的组织变革进行截面分析。文章最后对本研究课题进行了总结与展望,并对研究的不足之处进行了说明。
本文的主要创新之处在于通过对成都中航地产的案例分析,并在三维组织结构模型的基础上进行修正运用,初步验证了国有房地产业组织变革的可控因素之间的运作规律。结合中国国有企业的实际情况,总结了影响国有房地产企业组织变革的可控因素,对同行企业实施变革提供了因素借鉴。通过对三维组织模型的修改,重新界定了组织变革的过程,得出在不同阶段企业组织变革的侧重点将会有所不同的结论。这为国有房地产企业方面的组织变革工作提供了管理案例及其分析思路,对国有企业的经营管理和组织变革也有一定的促进作用。
The fierce market competition and internationalization trends drive the enterprises to continuously improve its internal organization structure.Whether it is state-owned enterprise or private enterprise,it need to be further broken through and innovated in the internal management mechanism. The State-owned enterprises in order to adapt to globalization and the challenges of knowledge-based economy must be changed in organization forms,business methods and intellectual infrastructure. Although organization change is an old research topics in theory circle,and many experts and scholars have summed up different models of organization change in theoretical research and practice.Such as "unfreezing - development-freeze"three-stage model,Custer model,Loop adaptation model,The system development models,Process reengineering models and so on.However,it should be seen things exist a particularity side in their universal laws.When we introduce the foreign concepts of organizations,at the same time we should be read with the status and characteristics of China's enterprises to provide a good reference for domestic enterprises’s organization change .
The state-owned estate enterprise organization is the research object in this paper.first of all,the research background of this issue (including the theoretical background,practical background and personal practice of the background) and the topics of significance are introduced to construct a research framework,and then discussed the research-based,research content and objectives in the first chapter.The second chapter has reviewed and commented the relevant theory.Concept of organization developmen was defined and it has described the type of organization developmen,summarized the research situation at home and abroad,presented the basic theory of organization change .The third chapter has reviewed the develepoment course of organization change in the Chengdu China Air estate company.It focuses on the tortuous development process of organizationfrom 2003 to the present day time.The fourth chapter has focused on analyzing the operation laws in three-dimension model of organization change ,and then combined the characteristics of real estate companies to determine development factors.Then the framework of model is proposed,and the model parameters and the regularity of their operation has beene detaily analysised.The chapter five, based on the revised theory of three-dimensional model of organization change , it has analysised the cross-section of Chengdu company from the perspective of the process of organization change .At last, the subject of this study were summarized and prospected, and the inadequacies of the study are described.
The principal innovation of this article is initially validated the operation of law between the controllable factors of organization change in the state-owned real estate,through case studies of real estate in Chengdu,and revisly applicate the model based on three-dimensional model of the organization change .combination of the actual situation of China’s state-owned enterprises,it has summed up the controllable factors which impact of the state-owned real estate enterprise organization change ,it provide a reference for other enterprises.Through changing three-dimensional model,it redefines the process of organization change ,and comes to the conclusion that business focus will be somewhat different in the different stages of organization change .It provides management case and the analysis of case-thinking for other state-owned real estate enterprises,and have a certain role in promoting state-owned enterprises management and organization change .
引文
[1]陈悦,王续琨.基于知识图谱的管理学理论前沿分析.科学学研究,2007,(S1)
[2] Webber A.Ross. Management pragmatics:cases and readings on basic elements of managing organizations. Homewood,III.R.D.Irw In,1979
[3] [美]彼得·圣吉著.王秋海译.变革之舞:学习型组织持续发展面临的挑战.东方出版社,2001
[4]王凤彬.企业管理组织变革的理论与实践.中国人民大学出版社,1994,9
[5]孟领.西方组织变革模型综述.首都经济贸易大学学报,2005,1,90-92
[6] K.Lewin. Field Theory initial Seience.NewYork:Harper&Row,1951
[7]钱平凡.组织转型.浙江人民出版社,1999,405-406
[8] Mieheal Beer, RussellA. Elsentat, BertSpeetor. Why Change Programs Do Produce Change. Harvar Business Review. November-December, 1990, 158-166
[9] L·克拉克著,张建等译.改革.北京:北京中信出版社,1999
[10] Michael Hammer,James Champy. Reengineering the corporation-A manifesto for business revolution.Harper Collins Publishers Inc,1994
[11]李作战.从组织变革的模式选择看组织变革的阻力及其克服.现代管理科学,2007,6
[12]齐先朴.当代西方领导组织变革的若干新理论研究综述.长江论坛,2007,5
[13] MiehealBeer, Russell A. Elsentat, BertSpeetor.Why Change Programs Do Produce Change. Harvard BusinessReview. November-December1990,158-166
[14]迈克尔·哈默,詹姆斯·钱皮著,胡豌源等译.改革公司.上海:上海译文出版社,1998
[15] John Storek and Patrlela A. Hill.Know1edge Diffusion through Strategie Communities?Sloan Management Review,Winter 2000. 63-74
[16] NormanR. Augustlne.ReshapinganIndustry: Loekheed MartinSurvival Story. HarvardBusiness Review,May-June 1997
[17] pau1Strebel.Why Do Employees Resist Change? Harvard Business Review, May-June1996(6): 54-56
[18] Jeanie Duniel Duck.Managing Change.The Art of Balaneing.Harvard Business Review,November-December,1993.145-148
[19]乔恩·R·卜曾巴赫等著,郭力等译.改革领导人.北京:经济科学出版社,2000
[20]张焱,于华,马琼.信息经济与企业组织变革.武汉水力电力大学学报社会科学版,2000, 3, 47-48
[21]隋忠海.知识经济时代的组织变革.工业工程与管理,2000,02
[22]朱颖俊,陈荣秋.论拓扑网络型企业组织.研究与发展管理,2000,2,8-12
[23]吴德贵.企业组织变革五大趋势.企业改革与管理,2000,01
[24]赵平,张力军.管理发展趋势与中国企业管理的未来.世界管理100年—中外管理导报增刊,1999,241-250
[25]邸杨,孙聃.实现企业组织变革平稳过渡的主要障碍及对策.中国软科学,1998,2
[26]林志扬.企业组织变革.厦门大学博士学位论文,2002
[27]肖智星,陈春花.系统科学与组织变革研究.系统辨证学学报,2002,1,33-36
[28]张维迎.企业理论与中国企业改革.北京大学出版社,1999
[29]李桦.成功进行企业变革的要求.企业活力,2002,1,24-25
[30]麻兴斌,蒋衔武,尹燕霞.企业变革管理中的矛盾分析与对策.山东社会科学,200,4,56-59
[31]王立志,韩福荣.变革管理的平衡及其动力机制分析.科研管理,2003,2,133-137
[32]胡宏梁,陈旭东,许小东.中层管理者在组织变革中的角色研究.管理现代化,2003, 1, 15-18
[33]张丽坤,王海宽,刘开第.企业组织变革阻力评价的模糊综合评判模型.数量经济技术经济研究,2004,02
[34]刘石兰.基于全面质量管理的组织变革:一个变革模型.科学学与科学技术管理,2006,5
[35]杨文选,王艳.组织变革中动力与阻力的共生演进分析.工业技术经济,2007,8
[36]许太明,梁威.人力资源管理柔性化与组织变革.商业时代,2007,13
[37]石伟,刘杰.组织变革中的员工反应研究.商场现代化,2008,02
[38]翟宁文.企业组织变革5大趋势.中国商贸,2001,12
[39]周凯,杨勇译.组织的变革与发展.江苏人民出版社,2004,67
[40]哈佛商业评论.(中文版)2002,09,102
[41]时巨涛等编著.组织行为学. 2003,05,267
[42] [美]斯蒂芬·P.罗宾斯.组织行为学.中国人民大学出版社,1997,293-294
[2] Webber A.Ross. Management pragmatics:cases and readings on basic elements of managing organizations. Homewood,III.R.D.Irw In,1979
[3] [美]彼得·圣吉著.王秋海译.变革之舞:学习型组织持续发展面临的挑战.东方出版社,2001
[4]王凤彬.企业管理组织变革的理论与实践.中国人民大学出版社,1994,9
[5]孟领.西方组织变革模型综述.首都经济贸易大学学报,2005,1,90-92
[6] K.Lewin. Field Theory initial Seience.NewYork:Harper&Row,1951
[7]钱平凡.组织转型.浙江人民出版社,1999,405-406
[8] Mieheal Beer, RussellA. Elsentat, BertSpeetor. Why Change Programs Do Produce Change. Harvar Business Review. November-December, 1990, 158-166
[9] L·克拉克著,张建等译.改革.北京:北京中信出版社,1999
[10] Michael Hammer,James Champy. Reengineering the corporation-A manifesto for business revolution.Harper Collins Publishers Inc,1994
[11]李作战.从组织变革的模式选择看组织变革的阻力及其克服.现代管理科学,2007,6
[12]齐先朴.当代西方领导组织变革的若干新理论研究综述.长江论坛,2007,5
[13] MiehealBeer, Russell A. Elsentat, BertSpeetor.Why Change Programs Do Produce Change. Harvard BusinessReview. November-December1990,158-166
[14]迈克尔·哈默,詹姆斯·钱皮著,胡豌源等译.改革公司.上海:上海译文出版社,1998
[15] John Storek and Patrlela A. Hill.Know1edge Diffusion through Strategie Communities?Sloan Management Review,Winter 2000. 63-74
[16] NormanR. Augustlne.ReshapinganIndustry: Loekheed MartinSurvival Story. HarvardBusiness Review,May-June 1997
[17] pau1Strebel.Why Do Employees Resist Change? Harvard Business Review, May-June1996(6): 54-56
[18] Jeanie Duniel Duck.Managing Change.The Art of Balaneing.Harvard Business Review,November-December,1993.145-148
[19]乔恩·R·卜曾巴赫等著,郭力等译.改革领导人.北京:经济科学出版社,2000
[20]张焱,于华,马琼.信息经济与企业组织变革.武汉水力电力大学学报社会科学版,2000, 3, 47-48
[21]隋忠海.知识经济时代的组织变革.工业工程与管理,2000,02
[22]朱颖俊,陈荣秋.论拓扑网络型企业组织.研究与发展管理,2000,2,8-12
[23]吴德贵.企业组织变革五大趋势.企业改革与管理,2000,01
[24]赵平,张力军.管理发展趋势与中国企业管理的未来.世界管理100年—中外管理导报增刊,1999,241-250
[25]邸杨,孙聃.实现企业组织变革平稳过渡的主要障碍及对策.中国软科学,1998,2
[26]林志扬.企业组织变革.厦门大学博士学位论文,2002
[27]肖智星,陈春花.系统科学与组织变革研究.系统辨证学学报,2002,1,33-36
[28]张维迎.企业理论与中国企业改革.北京大学出版社,1999
[29]李桦.成功进行企业变革的要求.企业活力,2002,1,24-25
[30]麻兴斌,蒋衔武,尹燕霞.企业变革管理中的矛盾分析与对策.山东社会科学,200,4,56-59
[31]王立志,韩福荣.变革管理的平衡及其动力机制分析.科研管理,2003,2,133-137
[32]胡宏梁,陈旭东,许小东.中层管理者在组织变革中的角色研究.管理现代化,2003, 1, 15-18
[33]张丽坤,王海宽,刘开第.企业组织变革阻力评价的模糊综合评判模型.数量经济技术经济研究,2004,02
[34]刘石兰.基于全面质量管理的组织变革:一个变革模型.科学学与科学技术管理,2006,5
[35]杨文选,王艳.组织变革中动力与阻力的共生演进分析.工业技术经济,2007,8
[36]许太明,梁威.人力资源管理柔性化与组织变革.商业时代,2007,13
[37]石伟,刘杰.组织变革中的员工反应研究.商场现代化,2008,02
[38]翟宁文.企业组织变革5大趋势.中国商贸,2001,12
[39]周凯,杨勇译.组织的变革与发展.江苏人民出版社,2004,67
[40]哈佛商业评论.(中文版)2002,09,102
[41]时巨涛等编著.组织行为学. 2003,05,267
[42] [美]斯蒂芬·P.罗宾斯.组织行为学.中国人民大学出版社,1997,293-294