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论文编号：	12578
作者编号：	2320180595
上传时间：	2021/6/16 11:18:53
中文题目：	D公司组织结构问题分析及优化对策研究
英文题目：	Analysis and Optimization Countermeasure Research on Company D’s Organizational Structure Problems
指导老师：	吕峰
中文关键字：	组织结构，全球组织结构，科技型企业，跨国公司
英文关键字：	Organizational Structure；Global Organizational Structure; Scientific and Technical Enterprises；Transnational Corporation
中文摘要：	芬兰国家以科技创新而知名，中国与芬兰两国的科技与经济交流活跃，很多中小规模的芬兰科技型企业通过在中国开展生产经营活动从而在细分行业市场上取得不俗业绩。D公司就是这样一家芬兰科技型中小规模跨国企业，进入中国已近30年。 从企业初创阶段产品研发与市场化，到不断拓展产品线和应用市场形成规模化生产和交付能力，再到新的战略发展阶段以实现目标市场上领先增长的战略地位为目标，D公司的内部经营管理活动积累了一系列有关员工管理、工作职责与授权、跨部门协作、内部管控等复杂、看似无解的问题。企业组织的管理应该与其所处发展阶段和当前的战略规划相适应，组织结构是其最直观和基础的子系统。因此，D公司如何解决上述管理问题，首要任务必须重新审视的组织结构发展现状并提出优化对策。 本文将借助与组织结构相关的管理理论，如组织结构、组织形态、企业集团母子公司管控模式等，通过定量与定性分析、理论结合实践的研究方法，基于对D公司员工访谈和调查所获得的信息以及其它公开信息，从D公司全球组织的结构出发再到其国内组织的结构概况以及管理实践中最为突出的问题等全面解析其组织结构发展现状，在D公司全球组织的整体结构和国内的局部组织结构这两个层面上进行问题分析并提出优化对策，并根据组织变革理论，就优化对策的实施计划和保障措施等提出系统建议。 优化建议以公司战略目标为核心，针对D公司组织结构中员工类型多样、分工精细、中国组织在全球组织中的超比重地位、较低的管理自主性等特点，提出包括组织结构与人员的适应性、内部管控方式、资源配置、组织结构演变等具体对策。 希望本课题研究及其成果对以D公司为代表的芬兰科技型中小规模跨国企业的组织结构优化具有一定的参考价值。
英文摘要：	Finland is well known of science, technology and innovation. There are active interactions in science, technology and economics between Finland and China and many Finnish small-medium sized scientific and technical enterprises achieve remarkable performance on different segment markets by running business operation in China. Company D is one of such Finnish transnational scientific and technical enterprises, small-medium size, who has been in China for almost 30 year. Company D’s new strategic phase is seeking a growth leading position on target market, since the initial phase of development and marketization of product, continuously expanding the product lines and application markets, and establishing the competency of scale production and delivery. A series of complex and seemingly unsolvable problems has accumulated within Company D’s internal business operation, including employee management, job responsibilities and empowerment, cross-function coordination and internal control. The management of an enterprise organization shall be adaptable with its development status and prevailing strategic plan, in which the organizational structure is the most tangible and basic sub-system. Therefore, the first priority of solving the above-mentioned problems for Company D’s organization is to review the status and find out optimization countermeasures to solve the problems. The managerial theories related with organizational structure referred. Utilizing both quantitative and qualitative methods, incorporating theories and practices, based on the information obtained from employee interviews and survey, as well as public information of Company D’s organization, this article will lead a journey analyzing the structure of its organizations globally and specially in China to identify the most outstanding problems in the managing practices. Optimization countermeasures are proposed, as well as the systematical proposals on the implementation plan and enabling measures, subject to the theory of organizational change. The optimization serves the core of company strategic objectives, consists of specific countermeasures of the adaption with people, way of internal management and control, distribution of resources, and evolution of the organizational structure, with consideration of the employee diversity, highly specialized division of professions, over-proportion of China within the global organization and comparatively low managerial discretion level. The research on this subject and the results expects to compose a value of reference of optimizing organizational structures of similar companies represented by Company D as Finnish scientific and technical small-medium sized transnational enterprises.
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