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论文编号：	10631
作者编号：	2120163007
上传时间：	2018/12/7 16:35:09
中文题目：	山东艺龙集团有限公司组织变革研究
英文题目：	A Study on Organizational Change of Shandong Yilong Group Co., Ltd.
指导老师：	武立东
中文关键字：	组织变革；经济周期；企业创新
英文关键字：	Organizational Change；Economic Cycle；Enterprise Innovation
中文摘要：	论文主要研究在中国经济经过四十年改革开放后，整个中国的经济结构开始发生变化，在经济的变化中实体企业自身存在哪些实际问题，以及如何通过自身的组织变革来提高管理的精细化和决策的科学化，通过管理科学的手段，改变企业的组织结构，加强企业核心竞争力。 在理论基础方面，论文主要依据组织与组织结构包括组织与组织模型、组织变量、组织结构形式；织变革理论包括组织变革内涵、组织变革影响因素、组织变革形式;组织文化理论包括组织文化内涵、组织文化类型、组织文化测评等理论进行相关论证。 论文分析了山东艺龙集团有限公司在组织结构中存在的一系列问题，首先发现山东艺龙集团有限公司存在组织决策迟缓、决策中的利益冲突与政治行为、信息交流不畅与决策质量下降、决策环节多周期长等问题。针对山东艺龙集团有限公司组织运行中过多的内部冲突、部门各自为战难以实现信息共享、部门间协调整合困难、部门利益冲突等问题也进行了研究，这些问题主要与企业的组织架构有关。以及发现了山东艺龙集团有限公司环境中的复杂性不确定性、售后服务滞后与过多客户抱怨、新产品开发周期长等不能创造性应对环境变化的问题，这些问题主要与企业组织的文化和结构有关。和山东艺龙集团有限公司组织结构与环境不匹配、组织结构与战略不匹配、组织结构与技术不匹配等组织结构存在的问题，这些问题则反应了企业组织收到战略、环境等各种不同的因素影响。这些问题也是中国企业共同面临的问题，有一定的普遍意义。 针对上述问题的研究，论文明确了山东艺龙集团有限公司的组织变革的目标定位与内容构成，包括山东艺龙集团有限公司组织变革目标定位如提高决策质量、促进横向协调、提升环境适应能力；山东艺龙集团有限公司组织变革的基本原则如实现信息共享、明晰权责、加强组织整合；山东艺龙集团有限公司组织变革内容如整合产品线、重组职能、构建事业部制等。通过明确定目标定位来进一步确定企业下一步需要进行哪些组织变革的内容。 论文根据目标定位与相关内容又制定了山东艺龙集团有限公司组织变革实施的策略，包括组织结构从职能制向事业部转变，具体为集团公司职权划分、集团公司职能分解、集团公司业务分解、构建集团公司事业部制。主要介绍了对集团的职权、职能和业务如何进行分解，并在分解的基础之上进行是事业部制的构建。构建山东艺龙集团有限公司业绩评价体系具体为确定各事业部经营目标、设计综合业绩评价体系、完善集团评价机制。主要介绍了对事业部的经营目标如何来进行确定，如何对既定的目标进行考核体系的设计和评价机制。设计山东艺龙集团有限公司薪酬体系，具体为确定不同层级薪酬形式、实施高管长期激励计划、完善薪酬激励实施机制。主要介绍了针对组织变革设计的薪酬和激励等方面如何进行设计。建设山东艺龙集团有限公司管控体系具体为战略型管控模型实施原则、战略型管控信息渠道构建、战略型管控实施策略。主要介绍了针对组织变革设计的战略等方面如何进行构建的策略。培育促进变革的组织文化具体为公司的组织变革首先要改变观念企业家经营理念、循序渐进使企业家从人治转变到法治的经营思维模式、重塑山东艺龙集团有限公司的企业文化。主要接受了企业文化和公司治理方面的具体举措。 论文最后总结了研究结论与不足。首先介绍了研究结论部分。研究表明在组织变革中，人的变革优先于组织的变革，所以要先做管理人员和组织成员理念方面的改变。另外组织的变革需要体系化和逐步实施，要系统性变革才能起到作用。针对不足之处，则主要介绍了此次研究的山东艺龙集团虽然具有典型性但研究的企业个体素材还不够广泛，并且还需要时间的维度来验证研究的正确性等内容。应该说论文的整体研究对中国企业在应对经济周期转变环境下面临的共性问题能够起到一定的借鉴作用。
英文摘要：	After forty years of economic reform in China, open's economic structure has begun to change. In the course of economic change, what are the practical problems of the real enterprises themselves, and how to improve the management refinement and scientific decision-making through their own organizational change. Through the means of management science, the organizational structure of enterprises has been changed and the core competitiveness of enterprises has been strengthened. In terms of theoretical basis, the paper mainly bases on organization and organization structure, including organization and organization model, organization variable, organization structure form; The organizational change theory includes the connotation of organizational change, the influencing factors of organizational change and the form of organizational change. The theory of organizational culture includes the theory of organizational cultural connotations, the type of organizational culture and the evaluation of organizational culture. This paper analyzes a series of problems existing in the organizational structure of Shandong Yilong group Co., Ltd. Firstly, it finds that there are some problems in the organizational decision-making of Shandong Yilong group Co., Ltd., such as the slowness of organizational decision-making, the conflict of interests and political behavior in decision-making, the poor communication of information and the decline of decision-making quality, and the long period of decision-making. There are many problems in the organization of Shandong Yilong group Co., Ltd, such as too many internal conflicts, too difficult to realize information sharing, too difficult to integrate coordination among departments, too many conflicts of interests among departments, and so on. These problems are mainly related to the organizational structure of enterprises. And found the complexity and uncertainty in the environment of Shandong Yilong group Co., Ltd., after-sales service lag and too many customer complaints, new products, such as development long cycle can not creatively deal with environmental changes, these problems are mainly related to the culture and structure of the enterprise organization. And Shandong Yilong group Co. Ltd. Organizational structure and environment do not match, organizational structure and strategy do not match, organizational structure and technology do not match the existing problems of organizational structure, these problems reflect the enterprise organization received strategy, environment and other different factors. These problems are also common problems faced by Chinese enterprises and have a certain universal significance. Aiming at the above problems, the paper defines the goal orientation and content composition of the organizational change of Shandong Yilong group Co., Ltd., including the goal orientation of the organizational change of Shandong Yilong group Co., Ltd., such as improving the quality of decision-making, promoting horizontal coordination and improving the adaptability of environment; The basic principles of organizational change of Shandong Yilong group Co., Ltd. Are realizing information sharing, clarifying rights and responsibilities, strengthening organizational integration; Shandong Yilong group Co., Ltd. organizational changes such as integration of product lines, restructuring functions, the construction of the Ministry system. By clearly defining the target positioning to further determine what the next step enterprises need to carry out organizational change content. According to the target positioning and related content, the paper also makes the implementation strategy of the organizational change of Shandong Yilong group Co., Ltd., including the organizational structure from the functional system to the division of business, specifically for the division of corporate functions, corporate functions, corporate business decomposition, the construction of corporate business division system. It mainly introduces how to decompose the authority, function and business of the group, and on the basis of the decomposition is the construction of the system of business department. To establish the performance evaluation system of Shandong Yilong group Co., Ltd. is to determine the business objectives, design a comprehensive performance evaluation system, improve the group evaluation mechanism. It mainly introduces how to determine the business objectives of the business department, and how to design and evaluate the evaluation system of the established objectives. The design of Shandong Yilong group Co., Ltd. compensation system, specifically to determine the different levels of compensation forms, the implementation of long-term executive incentive plan, improve the implementation of the compensation incentive mechanism. This paper mainly introduces how to design the compensation and incentive for organizational change. The management and control system of Shandong Yilong group Co., Ltd. is composed of the implementation principle of strategic management and control model, the construction of strategic management and control information channel and the implementation strategy of strategic management and control. It mainly introduces how to construct the strategy of organizational change design. In order to cultivate the organizational culture to promote the change, we should first change the concept of entrepreneur management vision, gradually change the entrepreneur from rule by man to rule by law, and reshape the corporate culture of Shandong Yilong group Co., Ltd. Mainly accepted the corporate culture and corporate governance specific initiatives. At the end of the paper, the conclusion and deficiency are summarized. Firstly, the conclusion of the study is introduced. Research shows that in organizational change, human change takes precedence over organizational change, so it is necessary to make changes in management and organizational member vision first. In addition, organizational change needs systematization and gradual implementation, and systematic change can play a role. In view of the shortcomings, this paper mainly introduces the Shandong Yilong group, which is typical, but the study of individual enterprise material is not extensive enough, and also needs the dimension of time to verify the correctness of the study. It should be said that the overall study of the paper can play a certain reference role in dealing with the common problems faced by Chinese enterprises in the economic cycle change environment.
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