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论文编号：	11437
作者编号：	2320170372
上传时间：	2019/12/16 9:54:30
中文题目：	DG公司技术部组织结构优化研究
英文题目：	Research on the Organizational Structure Optimization of Technology Department of DG Company
指导老师：	武立东
中文关键字：	DG 公司；技术部；组织结构；结构优化；组织绩效
英文关键字：	DG Company; Technology Department; Organizational Structure; Structural Optimization; Organizational Performance
中文摘要：	本文以当前中国汽车涂料市场状况和世界汽车涂料企业生产经营情况为背景进行研究，对作者所在企业——DG公司中国区汽车涂料生产经营管理、市场竞争情况等方面进行深入分析，利用战略管理和组织变革等专业知识工具针对作者所在部门——技术部进行调查法分析和定性定量分析，提出了组织结构对部门绩效的重要影响这一课题。本文是以“背景意义与研究方法——相关理论概述——组织结构现状及问题分析——组织优化规划和对策方案设计——组织优化方案的实施举措和效果——结论与展望”这条逻辑主线进行内容构架的。 近年来全球汽车行业保持持续增长势头，汽车销量实现连续多年上涨。2018年全球汽车市场销量结束了连续7年的上涨，转为下跌，至2019年上半年，全球汽车销量依旧处于下滑之中。中国汽车市场在2018年结束了持续28年的连续增长，而根据中国汽车工业协会的数据显示，2019年上半年乘用车销量同比下降14%，在全球经济放缓和汽车产业变革中，汽车及其配套企业承受着巨大的压力。 汽车涂料业务受全球汽车市场不景气的拖累，将汽车涂料作为关键增长驱动力的涂料企业，比如DG、巴斯夫、阿克苏诺贝尔、杜邦等知名汽车漆企业，二季度汽车漆业务普遍遭遇了业绩的下滑。DG公司汽车涂料业务在全球首屈一指，并且是DG公司整体业务服务中占比最大的一个事业部，DG公司涂料板块技术部门是公司的重要部门之一，更是决定公司竞争力和市场占有率的核心部门。汽车销量下滑对于DG业务的影响可想而知。受世界经济增长放缓和全球贸易摩擦加剧的影响，以及国内环保法规加强和劳动力成本上升等影响，原材料价格更是一路走高，行业竞争更加激烈，公司的销售额和利润均出现较大程度的下滑，预计利润水平也较2018年下降20%左右。 在汽车及汽车涂料市场的持续走低的大背景下，DG公司的战略目标也相应做出了调整，为控制运营成本，进行了一系列的结构整合调整，销售与服务团队进一步专业化，人员精简，同时按照客户类型和区域特点，重新设计了业务类型模块，同时对于产品的定位重新做了规划，提出利润优先，提高效率，降低成本，增强产品创新能力的要求。 本文选取的研究对象是DG公司汽车涂料事业部的技术部，作为公司核心竞争力的主导部门，技术部承担着新产品开发、新技术导入、产品成本优化、等提高产品竞争力的首要任务。技术部在过去的十几年中，形成了较为完整的组织结构和工作流程，有力支持了事业部的业务发展和壮大。但近年来也逐渐暴露出各部门间业务流程复杂，组织效率偏低、人员技能水平下降、整体响应速度慢等问题。为应对当前的市场形势与竞争环境，就需要对当前的组织结构进行分析研究，找出影响绩效指标的问题点，对组织结构做必要的调整与优化，以求能适应新形势下，完成管理层对技术部提出的各项指标要求。 然后，本文结合企业现状、研究方向对相关理论基础进行细化分析，将每个涉及的理论关键点展开叙述，为后续的研究做好理论铺垫。对组织及组织结构的特点分析，尤其是职能型组织结构特点，由于各个职能部门的目标存在差异，如果过度关注自身的目标，就有可能与组织的整体目标不能很好协调一致，这一点与当前DJ公司技术部存在的问题类似。同时对组织结构优化、组织绩效评估及两者存在的联系做了理论概述。 介绍部门基本组织结构及问题分析，尤其与本课题相关的中国区汽车涂料板块进行详细介绍，再运用SWOT分析方法对该板块存在的内外部问题、内外部优劣势进行详细分析，最后结合企业的愿景、价值观、战略目标等说明组织优化的必要性。 在进行组织优化的规划和对策方案的制定时，先分析技术部的组织结构和业务流程现状，归纳总结其优缺点；然后，针对缺点进行组织优化的规划，包括何时进行调整、调整的切入点、调整优化的方式以及优化中可能出现问题的对策方案。 在具体阐述组织优化实施的详细过程中，论文从收集内外部数据、确定优化目标，再引入干预、实施具体的变革举措。其中，在收集内外部数据部分涉及到对内部员工调查问卷的收集和分析、对外部客户的反馈收集和分析，在引入干预部分涉及到组织结构的重建、工作流程的重建、激励机制的重建等，并且针对组织结构优化方案的实施制定了相应的保障措施。 通过对技术部组织结构的分析研究，我们发现了技术部的人员分工、组织结构、工作流程等方面存在的问题。针对组织结构的缺陷运用战略管理和组织变革相关理论进行分析和设计，提出组织结构优化的总体规划、方案制定，落实整个实施过程的执行、进行效果的检验和评估、进一步巩固后期再冻结状态，最终实现了预期的效果，并得出了结论：DG中国区汽车涂料事业部的技术部在经过整个组织结构的优化后，获得了各方面组织绩效的提升，其中，部门的绩效水平包括生产效率、新产品开发完成率、客户满意度和员工满意度等多方面内容，总体分为目标绩效，过程绩效及综合绩效。 通过此次组织结构优化后，我们收获了预期的成效，但是这并不意味着结束，而是要将这种“再冻结”状态持续的保持下去并且要持续改进，以推动技术部的不断壮大和发展，进而保障DG中国区汽车涂料部在汽车涂料行业的领先地位，促进企业竞争力和市场占有率的不断提升。 理论联系实际，让理论指导实践工作，通过此次论文课题研究，将组织管理和组织优化理论应用于现有组织，应对当前环境变化，优化了组织结构，稳定了团队，提高了技术能力，增强了企业核心竞争力，同时保持了组织的持续发展。
英文摘要：	Based on the current situation of China's auto paint market and the production and operation of the world's auto paint enterprises, this paper makes an in-depth analysis on the production and operation management, market competition and other aspects of DG Company's auto paint production and operation in China, and makes an investigation on the Technology Department of the author's department by using professional knowledge tools such as strategic management and organizational change Through qualitative and quantitative analysis, this paper puts forward the important influence of organizational structure on department performance. This paper is based on the logical main line of "background significance and research methods overview of relevant theories current situation and problem analysis of organizational structure organizational optimization planning and countermeasure scheme design implementation measures and effects of organizational optimization scheme conclusion and prospect". In recent years, the global automobile industry has maintained a sustained growth momentum, and the automobile sales volume has achieved continuous growth for many years. In 2018, the global auto market sales ended seven consecutive years of growth and turned to decline. By the first half of 2019, the global auto sales were still in decline. China's automobile market ended 28 years of continuous growth in 2018. According to the data of China Automobile Industry Association, the sales volume of passenger vehicles in the first half of 2019 dropped by 14% year on year. In the global economic slowdown and the reform of automobile industry, automobile and its supporting enterprises are under great pressure. The automotive paint business was dragged down by the global automobile market downturn. The automotive paint companies, such as DG, BASF, Akzo Nobel, DuPont and other well-known automotive paint companies, took automotive paint as a key growth driver. In the second quarter, the automotive paint business generally suffered a decline in performance. DG Company's automotive coating business ranks first in the world, and it is a business unit with the largest proportion in the overall business services of DG Company. The coating technology department of DG Company is one of the important departments of the company, and it is also the core department that determines the competitiveness and market share of the company. The impact of the decline in car sales on the DG business can be imagined. Affected by the slowdown of world economic growth and the aggravation of Global trade friction, as well as the strengthening of domestic environmental protection laws and regulations and the rise of labor cost, the price of raw materials has gone up all the way, the industry competition is more fierce, the company's sales and profits have declined to a large extent, and the expected profit level is also about 20% lower than that in 2018. Under the background of the continuous decline of automobile and automobile coating market, DG Company's strategic objectives have also been adjusted accordingly. In order to control the operation cost, DG Company has carried out a series of structural integration adjustments. The sales and service team has been further specialized and the personnel has been simplified. At the same time, according to the customer type and regional characteristics, the business type module has been redesigned and the product positioning has been redesigned Make a plan, put forward the requirements of profit priority, improve efficiency, reduce cost and enhance product innovation ability. The research object of this paper is the Technology Department of DG Company's automotive coatings business department. As the leading department of the company's core competitiveness, the technology department undertakes the primary tasks of new product development, new technology introduction, product cost optimization, etc. to improve product competitiveness. In the past ten years, the technology department has formed a relatively complete organizational structure and workflow, which strongly supports the business development and growth of the business department. However, in recent years, it has gradually exposed the problems of complex business processes among departments, low organizational efficiency, low level of personnel skills, and slow overall response speed. In order to cope with the current market situation and competitive environment, it is necessary to analyze and study the current organizational structure, find out the problems affecting the performance indicators, and make necessary adjustments and optimization of the organizational structure, so as to meet the new situation and complete the requirements of the management for each indicator put forward by the technology department. Then, combined with the current situation of the enterprise and the research direction, this paper makes a detailed analysis of the relevant theoretical basis, and describes each related theoretical key point, so as to pave the way for the subsequent research. The analysis of the characteristics of the organization and organizational structure, especially the characteristics of the functional organization structure, due to the differences in the objectives of each functional department, if you pay too much attention to your own objectives, it may not be well coordinated with the overall objectives of the organization, which is similar to the problems existing in the Technology Department of DJ company at present. At the same time, it makes a theoretical overview of the optimization of organizational structure, organizational performance evaluation and the relationship between them. This paper introduces the basic organizational structure and problem analysis of the Department, especially the auto coating sector in China related to this topic, and then uses SWOT analysis method to analyze the internal and external problems, advantages and disadvantages of the sector in detail. Finally, combined with the vision, values, strategic objectives of the enterprise, it explains the necessity of organizational optimization. In the planning of organizational optimization and the formulation of countermeasures, first analyze the organizational structure and business process status of the technology department, summarize its advantages and disadvantages; then, plan the organizational optimization for the disadvantages, including when to adjust, the entry point of adjustment, the way of adjustment and optimization, and the countermeasures that may have problems in the optimization. In the detailed process of organization optimization, the paper collects internal and external data, determines the optimization objectives, and then introduces the intervention and implementation of specific reform measures. Among them, in the part of collecting internal and external data, it involves the collection and analysis of questionnaire for internal employees, the collection and analysis of feedback from external customers, in the part of introducing intervention, it involves the reconstruction of organizational structure, workflow, incentive mechanism, etc., and it also makes corresponding guarantee measures for the implementation of organizational structure optimization scheme. Through the analysis and Research on the organizational structure of the technology department, we found the problems in the division of labor, organizational structure, workflow and other aspects of the technology department. In view of the defects of organizational structure, this paper analyzes and designs the relevant theories of strategic management and organizational change, puts forward the overall planning and scheme formulation of organizational structure optimization, implements the implementation of the whole implementation process, carries out the inspection and evaluation of the effect, further consolidates the later stage refreezing state, and finally achieves the expected effect, and draws the conclusion: DG China Automotive Coatings Division After the optimization of the whole organizational structure, the technology department has achieved the improvement of organizational performance in all aspects. The performance level of the Department includes production efficiency, new product development completion rate, customer satisfaction and employee satisfaction, which is divided into target performance, process performance and comprehensive performance. Through the organization structure optimization, we gain the expected results, but this doesn't mean the end, but rather to the "frozen" state continues to persist and to continuous improvement, to promote the growing and development of technology, thus guarantee DG China automobile coatings in automobile coating industry leading position, promote enterprise competitiveness and market share rising Combining theory with practice, let theory guide practical work. Through the research of this paper, the theory of organizational management and organizational optimization is applied to the existing organization, which can cope with the current environmental changes, optimize the organizational structure, stabilize the team, improve the technical ability, enhance the core competitiveness of the enterprise, and maintain the sustainable development of the organization
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