大江工业集团组织再造研究
摘要
大江工业集团在全面完成搬迁任务并形成以集团为中心的治理结构和集权的职能型组织结构的经营格局后,企业的发展逐步开始走上了正规,但在组织结构及流程、运营机制、产品结构等方面仍然存在不少的问题。如何根据环境的变化和自身发展的要求进行企业的组织结构调整与优化,以促进企业进一步的发展,是当前工作的重点。
本文应用组织结构理论、组织跟随战略理论、组织权变理论,在对集团公司发展战略、内外环境、组织结构等进行了客观分析与诊断的基础上,认为只有通过系统、深入的组织再造,大江工业集团才有可能实现其未来总体发展战略。而事业部制是现阶段企业组织形式的最佳选择。
组织结构是企业的功能中枢。牵一发而动全身,本文根据大江工业集团实际,提出了业务整合、组织架构、管控模式、机构设置、职能划分等详尽的组织再造方案。并分析了组织再造面临的问题及应对措施,从而为集团组织变革的实施提供理论支撑。
Dajiang Group in the complete removal and to form a task group for the center's management structure and centralize the functions of the operating pattern of organizational structure, the development of enterprises and gradually embarked on a formal, but in terms of organizational structure and processes, operational mechanism, product mix, and so there are still a lot of problems. How changes in the environment and in accordance with their own development requirements of the organizational restructuring and optimization, to promote their further development is the focus of current work.
In this paper, the organizational structure theory, organizational theory follow the strategy, organization of contingency theory, in the company development strategies, internal and external environment, organizational structure and conduct an objective analysis and diagnosis on the basis that only through systematic and thorough reorganization, Dajiang Group can be achieved its future overall development strategy. The system is the cause of this form of business organization the best choice.
Organizational structure is the function of central enterprises. With wide-ranging implications, Dajiang Group Based on the actual proposed business integration, organization, management and control model, institutional settings, and other detailed functions of the organization recycling program. And the reorganization of the problems faced and measures, so as to the implementation of organizational changes Group provide theoretical support.
本文应用组织结构理论、组织跟随战略理论、组织权变理论,在对集团公司发展战略、内外环境、组织结构等进行了客观分析与诊断的基础上,认为只有通过系统、深入的组织再造,大江工业集团才有可能实现其未来总体发展战略。而事业部制是现阶段企业组织形式的最佳选择。
组织结构是企业的功能中枢。牵一发而动全身,本文根据大江工业集团实际,提出了业务整合、组织架构、管控模式、机构设置、职能划分等详尽的组织再造方案。并分析了组织再造面临的问题及应对措施,从而为集团组织变革的实施提供理论支撑。
Dajiang Group in the complete removal and to form a task group for the center's management structure and centralize the functions of the operating pattern of organizational structure, the development of enterprises and gradually embarked on a formal, but in terms of organizational structure and processes, operational mechanism, product mix, and so there are still a lot of problems. How changes in the environment and in accordance with their own development requirements of the organizational restructuring and optimization, to promote their further development is the focus of current work.
In this paper, the organizational structure theory, organizational theory follow the strategy, organization of contingency theory, in the company development strategies, internal and external environment, organizational structure and conduct an objective analysis and diagnosis on the basis that only through systematic and thorough reorganization, Dajiang Group can be achieved its future overall development strategy. The system is the cause of this form of business organization the best choice.
Organizational structure is the function of central enterprises. With wide-ranging implications, Dajiang Group Based on the actual proposed business integration, organization, management and control model, institutional settings, and other detailed functions of the organization recycling program. And the reorganization of the problems faced and measures, so as to the implementation of organizational changes Group provide theoretical support.
引文
[1]弗莱蒙特·E·卡斯特.组织与管理.北京:中国社会科学出版社.2000
[2]孙耀君.西方管理学名著提要.南昌:江西人民出版社.2001
[3]尼古莱·J·福斯,克里斯第安·克努森.企业万能:面向企业能力理论.大连:东北财经大学出版社.1998
[4]阿尔温·托夫勒.适应变革的企业.北京:世界知识出版社1987
[5]原毅军.企业组织结构创新与管理咨询业发展.中国软科学.2000
[6]彼得·杜拉克.杜拉克论管理.海口:海南出版社.2000
[7]R.Meredit h Belbin.未来的组织形式.北京:机械工业出版社.2001
[8]斯坦利.戴维斯,保尔.劳伦斯.距阵组织.谁需要它.广州:广东出版集团.2002
[9]钱德勒.看得见的手-美国企业的管理革命.北京:机械工业出版社.2002
[10]王璞.组织结构设计咨询实务.北京:中信出版社.2003
[11]侯东.影响企业成长的十大管理理念.北京:机械工业出版社.2003
[12]L·克拉克.改革.北京:中信出版社.1999
[13]吉姆·柯林斯.从优秀到卓越.北京:中信出版社.2002
[14]郑长德,张绍学.企业长寿.成都:四川出版集团.2004
[15]盖勇,孙平.人力资源战略与组织结构设计.济南:山东人民出版社.2004
[16]西武.木桶定律.北京:机械工业出版社.2004
[17]朱立明,张军.企业安全.成都:四川出版集团.2004
[18]H·威廉斯.团队管理.北京:中信出版社.1999
[19]颜光华,刘正周.企业再造.上海:上海财经大学出版社.1998
[20]张鼎昆.突破企业变革管理方略.北京:机械工业出版社.2004
[21]单宝玲.管理学原理.天津:天津大学出版社.2004
[22]李刚,程国平,企业组织结构创新绩效评价指标体系研究,科技管理研究,2006,12,46-48
[23]徐健,组织柔性:内涵、理论演化与未来的研究方向,2006,3,171-173
[24]W.H.Starbuck,"To Avoid Organizational Crises,Unleam,"Organizational Dynamics,1984,vol.12:53-65.
[25]R.I.Sutton,"The Process of Organizational Death," Administrative Science Quarterly,1987,vol.32:542-569.
[26]M.Hannah and J.Freeman,"Structural Inertia and Organizational Change," American Sociological Review,1984,vol.49:149-164.
[27]W.H.Starbuck,A.Greve,and B.L.T.Hedberg,"Responding to Crisis," in Co F.Smart and W.T. Stansbury,eds.,Studies in Crisis Management(Toronto:Butterworth,1978):111-136.
[28]A.A.Berle and C.Means,The Modern Corporation and Private Property(New York:M大江millan,1932);K.Williamson,"Profit,Growth,and Sales Maximization," Economica,1966,vol.34:1-16.
[29]Michael T.Mat teson,John M.Ivancevich,Managemet and Organizational Behavior Classics-7th ed.Bost on:The McGraw-Hill Companies,Inc.1999.
[30]I.Adizes,"Organizational Passages:Diagnosing and Treating Life Cycle Problems of Organizations," Organizational Dynamics,1979,vol.8:3-25
[31]Miller and P.Freisen,"Archetypes of Organizational Transitions," Administration Science Quarterly,1980.vol.25:268-299.
[2]孙耀君.西方管理学名著提要.南昌:江西人民出版社.2001
[3]尼古莱·J·福斯,克里斯第安·克努森.企业万能:面向企业能力理论.大连:东北财经大学出版社.1998
[4]阿尔温·托夫勒.适应变革的企业.北京:世界知识出版社1987
[5]原毅军.企业组织结构创新与管理咨询业发展.中国软科学.2000
[6]彼得·杜拉克.杜拉克论管理.海口:海南出版社.2000
[7]R.Meredit h Belbin.未来的组织形式.北京:机械工业出版社.2001
[8]斯坦利.戴维斯,保尔.劳伦斯.距阵组织.谁需要它.广州:广东出版集团.2002
[9]钱德勒.看得见的手-美国企业的管理革命.北京:机械工业出版社.2002
[10]王璞.组织结构设计咨询实务.北京:中信出版社.2003
[11]侯东.影响企业成长的十大管理理念.北京:机械工业出版社.2003
[12]L·克拉克.改革.北京:中信出版社.1999
[13]吉姆·柯林斯.从优秀到卓越.北京:中信出版社.2002
[14]郑长德,张绍学.企业长寿.成都:四川出版集团.2004
[15]盖勇,孙平.人力资源战略与组织结构设计.济南:山东人民出版社.2004
[16]西武.木桶定律.北京:机械工业出版社.2004
[17]朱立明,张军.企业安全.成都:四川出版集团.2004
[18]H·威廉斯.团队管理.北京:中信出版社.1999
[19]颜光华,刘正周.企业再造.上海:上海财经大学出版社.1998
[20]张鼎昆.突破企业变革管理方略.北京:机械工业出版社.2004
[21]单宝玲.管理学原理.天津:天津大学出版社.2004
[22]李刚,程国平,企业组织结构创新绩效评价指标体系研究,科技管理研究,2006,12,46-48
[23]徐健,组织柔性:内涵、理论演化与未来的研究方向,2006,3,171-173
[24]W.H.Starbuck,"To Avoid Organizational Crises,Unleam,"Organizational Dynamics,1984,vol.12:53-65.
[25]R.I.Sutton,"The Process of Organizational Death," Administrative Science Quarterly,1987,vol.32:542-569.
[26]M.Hannah and J.Freeman,"Structural Inertia and Organizational Change," American Sociological Review,1984,vol.49:149-164.
[27]W.H.Starbuck,A.Greve,and B.L.T.Hedberg,"Responding to Crisis," in Co F.Smart and W.T. Stansbury,eds.,Studies in Crisis Management(Toronto:Butterworth,1978):111-136.
[28]A.A.Berle and C.Means,The Modern Corporation and Private Property(New York:M大江millan,1932);K.Williamson,"Profit,Growth,and Sales Maximization," Economica,1966,vol.34:1-16.
[29]Michael T.Mat teson,John M.Ivancevich,Managemet and Organizational Behavior Classics-7th ed.Bost on:The McGraw-Hill Companies,Inc.1999.
[30]I.Adizes,"Organizational Passages:Diagnosing and Treating Life Cycle Problems of Organizations," Organizational Dynamics,1979,vol.8:3-25
[31]Miller and P.Freisen,"Archetypes of Organizational Transitions," Administration Science Quarterly,1980.vol.25:268-299.