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论文编号：	12788
作者编号：	2320190529
上传时间：	2021/12/9 8:44:40
中文题目：	H集团后市场业务单位组织变革及实施策略研究
英文题目：	Research on Organizational Reform and Implementation Strategies of H Group’s Post-market Business Units
指导老师：	王健友
中文关键字：	组织变革;后市场;激励体系;组织承诺
英文关键字：	organizational reform;post-market;incentive system;organizational commitment
中文摘要：	2020年9月和12月，国家主席习近平两次向世界宣布：中国2030年前二氧化碳排放量达到峰值，努力争取2060年前实现碳中和。为实现此宏伟目标，中国新能源行业必将会迎来新的飞跃。风电作为新能源行业的重要组成部分，必将享受国家政策的红利，但风电市场日益激烈的竞争和不断提升的原材料价格都在大幅度压缩风电企业的利润，众多风电企业面临着无利可图的严峻形势，为了实现公司盈利，越来越多的风电企业将目光放到了日益火热的后市场业务。 为了更好地抢占后市场份额，H风电集团（简称“H集团”）成立了专门服务于后市场业务的若干子公司，但随着业务规模不断扩大和技术日臻成熟，各子公司之间产生了严重地恶性竞争。同时，因缺乏科学的激励体系和人才培养机制，人才流失严重，为公司可持续发展造成了严重阻碍。 为帮助H集团走出困境，本研究采用文献研究法、个案分析法，通过对关键人员进行访谈，对H集团后市场业务单位组织运行情况进行了深入分析，过程中查阅了H集团后市场相关制度、数据资料，从组织结构、信息传递、激励体系和组织承诺等角度对H集团后市场现状及存在问题进行了诊断，并针对各关键问题提出了解决方案和实施措施。 本研究所提出的后市场业务单位组织结构调整、配套体系建设、寻求关键利益相关者支持、阶段性推进策略，不仅对H集团后市场业务单位组织变革提供了完整思路，同时对其他企业组织变革提供了借鉴。
英文摘要：	In September and December 2020, President Xi Jinping announced to the world twice: China's carbon dioxide emissions will reach its peak before 2030 and strive to achieve carbon neutrality by 2060. To achieve this ambitious goal, China's new energy industry is bound to usher in a new leap. As an important part of the new energy industry, wind power is bound to enjoy the dividends of national policies, but the increasingly fierce competition in the wind power market and rising raw material prices are greatly reducing the profits of wind power companies, and many wind power companies are facing unprofitable In order to realize the company’s profitability, more and more wind power companies have set their sights on the increasingly hot post-market business. In order to better seize the post-market share, H Wind Power Group (“H Group” for short) has established several subsidiaries specializing in the after-market business. However, as the business scale continues to expand and the technology matures, there are Severely vicious competition. At the same time, due to the lack of a scientific incentive system and talent training mechanism, there is a serious loss of talents, which has caused serious obstacles to the company's sustainable development. In order to help Group H get out of the predicament, this study adopts the literature research method and case analysis method, and conducts in-depth analysis of the organization and operation of the H Group post-market business unit through interviews with key personnel. In the process, the relevant system of the H Group post-market is consulted. , Data, diagnoses the status quo and existing problems of the H Group's post-market from the perspective of organizational structure, information transmission, incentive system and organizational commitments, and proposes solutions and implementation measures for each key issue. The post-market business unit organizational structure adjustment, supporting system construction, seeking support from key stakeholders, and phased promotion strategies proposed by this research not only provide a complete idea for the organizational reform of the post-market business unit of H Group, but also reform other corporate organizations Provide a reference.
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