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论文编号：	14105
作者编号：	2320190686
上传时间：	2023/6/9 11:27:18
中文题目：	H航空公司组织架构优化研究
英文题目：	Study on Optimization of Organization Structure System of H Airlines
指导老师：	武立东
中文关键字：	组织架构设计；部门调整；岗位职责设计
英文关键字：	Organizational structure design; Department adjustment; Job Responsibility design
中文摘要：	“十四五 ”期间，“海南自贸港 ”被纳入了国家发展战略，发挥海南省区域位置优势，打造现代化的综合运输枢纽，是海南经济区发展的关键。基于这一点，海南省将进一步加强对航空运输的“优先发展 ”的落实；海南是我国未来发展的重点，也是航空事业未来发展的重点，我国将在北京、上海和广州三大国际机场群基础上，择机在我国中西部建立超大机场群，并将其作为重点研究区域。但是，在看到海南省发展的有利条件的同时，我们也应该清楚，在发展的过程中，面临的挑战和压力是很大的。从外部环境来看，国内各大省会之间的竞争已经呈现出愈演愈烈的趋势，而国内各大机场之间的竞争也已经呈现出一种“白热化 ”、“同质化 ” 的趋势。京广高速铁路、郑西高速铁路等高速铁路在很大程度上也对航空运输产生了一定的影响。 在组织架构的设计中，主要考虑的是组织控制和效率这两个方面，而高效的 组织架构和管理方式，则是企业达到目标愿景、适应竞争环境、优化协调控制、 达到自我完善的基本保障。组织架构的存在方式有直线制、职能制等，组织架构的设计包含了部门和职能设计、关键岗位设计、制度流程设计等，这些都会对组织绩效造成长远的影响。H 航空公司的股份在近几年发展很快，相关能力也在不断的增加。目前，航空公司的发展机遇与挑战并存，一方面是“一带一路 ”、“自贸港 ”等国家战略对航空公司的扶持，另一方面是航空公司之间激烈的竞争。在此背景下，如何把握机会，充分利用自身的有利条件，不断完善企业的组织架构，不断完善企业的内部管理，已成为企业发展的当务之急。 H 航空公司，以下简称 H 航空。它的前身是一家省级航空公司，成立于一九九三年一月，一九九三年五月二日，正式通航。在经过持续扩张和发展之后，已经成为了一家跨行业的集团公司，而 H 航空则是其航空运输板块的核心企业，主要从事国际国内干线运营。H 航空公司现有的飞机有波音 787 , 737 ，空客 A330等，提供了高品质的乘客和货物运输。H 航空拥有 227 架飞机，其中主要是以 737-800 为代表。 H 航空以“热忱，诚信，卓越，创新 ”为经营宗旨，以“ 汲取中华传统文化精髓，吸收西方尖端科技 ”为核心的中西方结合的企业文化，打造出一家新兴的航空公司。 H 航空公司坚持“东方的待客之道 ”，提倡“ 以客为尊 ”的经营思想，致力于从更深层的顾客需要入手，打造一种崭新的航班体验，一种超越普通乘客对航班的期待，并致力于打造一个属于中国的世界一流航空公司。在民航强国战略的指导下，加快其国际化的步伐，全力建设一家在规模和运力方面都位居全球前列的航空公司。该公司于 1993 年开始了试航，至 2004 年 8 月 2 号，一架印有“鲲鹏 ”图案的飞机从北京首都国际机场起飞，飞 往布达佩斯。截至 2020 年 7 月，该公司在《财富》中国 500 强企业排行榜上位 列 141 位。在经过了破产重组之后，于 2021 年 12 月将公司的实际控制转移到了 F 集团的手中。然而，因为历史传统、地域特点、发展方式、管理理念等因素， H 航空在组织架构方面，出现了一些问题，比如：机构老化、结构重叠、职权不清晰、协调不到位等，这些都极大地限制了它的发展，也阻碍了它的总体战略的实施。所以， H 航空一定要把握好机会，积极应对挑战，通过优化组织架构来提升自己的核心竞争力，为“ 自贸港开发 ”经济区的建设作出自己的贡献。 通过对大量数据的收集，以及对管理人员的访谈和问卷的分析，发现 H 航 空控股股份在组织架构上存在着控制力度过强、部门设置不合理、职能划分不明确等问题，这些都限制了组织运营效率的提高。针对上述问题，作者首先对影响组织架构设计的外部情境因素和内部结构因素进行了分析，并在其战略意图的指引下，从部门与职能的设置、关键岗位的岗位职责的设置、主要流程与制度的设置等几个方面，对组织架构展开了最优的设计。首先，成立了新的投资计划和投资管理部门、审计部门和信息部门；将党的群众工作部门剥离，建立党的群众工作体系。其次，从总裁、总经办主任、各部门联络员三个方面对公司的重要岗位进行了梳理；并在此基础上，对企业的发展战略、财务审计、绩效一薪酬等流程进行了详细的阐述，并对这些流程进行了系统的设计。除此之外，为了保证组织架构的建立和组织的功能能够正常地发挥作用，本文还给出了包括文化、资源、制度等多方面的保障措施。 本研究将 H 航空所面对的内外环境状况作为研究对象，旨在通过优化设计 H 航空的组织架构，在确保控制强度的基础上，提升其运营效率，以满足日益激烈的竞争环境需求，实现更快的发展。本课题的研究既有理论价值，又有实际应用价值。从理论上看，我国还没有对航空公司的组织架构进行过系统的探讨，因此，本论文对未来的产业发展有很大的参考价值。在具体实施过程中，本文以 H 航空的实际情况为基础，对其组织架构展开了优化设计，对组织部门安排进行了更合理的设计，对职能体系进行了优化，并对关键岗位职责体系进行了梳理，重组了部分流程安排。以上措施可以使新 H 航空的实际情况更加适合，提高其组织运营效率。
英文摘要：	During the 14th Five-Year Plan period, "Hainan Free Trade Port" was incorporated into the national development strategy. It is the key to the development of Hainan economic zone to give full play to Hainan's geographical advantages and build a modern comprehensive transport hub. Based on this, Hainan will further strengthen the implementation of the "priority development" of air transport; Hainan is the focus of China's future development. On the basis of the three international airport clusters in Beijing, Shanghai and Guangzhou, China will choose the opportunity to build a super-large airport cluster in the central and western China and take it as a key research area. However, while seeing the favorable conditions for Hainan's development, we should also be clear that in the process of development, we face great challenges and pressure. From the external environment, the competition among major provincial capitals in China has shown an increasingly fierce trend, while the competition among major airports in China has also shown a trend of "white-hot" and "homogenization". In the design of organizational structure, the main consideration is the two aspects of organizational control and efficiency, and efficient organizational structure and management mode are the basic guarantee for enterprises to achieve goals and visions, adapt to the competitive environment, optimize coordination and control, and achieve self-perfection. The existence of organizational structure includes linear system and functional system, etc. The design of organizational structure includes department and function design, key post design, system and process design, etc., all of which will have a long-term impact on organizational performance. H Airlines' shares have developed rapidly in recent years, and its relevant capabilities have also been increasing. At present, the development opportunities and challenges of airlines coexist. On the one hand, national strategies such as "One Belt, One Road" and "Free trade port" support airlines, and on the other hand, fierce competition among airlines. In this context, how to seize the opportunity, make full use of their own favorable conditions, constantly improve the organizational structure of the enterprise, and constantly improve the internal management of the enterprise, has become a top priority for the development of enterprises. H Airlines , hereinafter referred to as H Air. Its predecessor is a provincial airline, founded in January 1993, on May 2, 1993, officially open to traffic. After continuous expansion and development, H Airlines has become a cross-industry group company, and H Airlines is the core enterprise of its air transport sector, mainly engaged in international and domestic trunk line operation. H Air's existing aircraft include Boeing 787,737, Airbus A330, etc. Providing both passenger and cargo transportation. H Air has 227 aircrafts, mainly represented by the 737-800. H Airlines takes "enthusiasm, integrity, excellence, innovation" as the business purpose, and takes "absorbing the essence of traditional Chinese culture, absorbing western cutting-edge technology" as the core of the enterprise culture combining China and the West, to create a new airline company. H Airlines adheres to the "Oriental hospitality" and advocates the business idea of "customer-oriented". It is committed to starting from the deeper needs of customers, creating a new flight experience, surpassing ordinary passengers' expectations for flights, and creating a world-class airline belonging to China and a world-class airline. Under the guidance of the strategy of civil aviation power, accelerate the pace of its internationalization, and make every effort to build an airline that ranks among the top in the world in terms of scale and capacity. The company began trial flights in 1993, and on Aug. 2, 2004, a plane with a "Kunpeng" motif took off from Beijing Capital International Airport en route to Budapest. As of July 2020, the company ranks 141 on the Fortune China 500 list. After undergoing bankruptcy reorganization, it transferred effective control of the company to Group F in December 2021. However, due to historical tradition, regional characteristics, development mode, management concept and other factors, H Air has some problems in the organizational structure, such as aging organization, overlapping structure, unclear authority, coordination and so on, which greatly limit its development and hinder the implementation of its overall strategy. Therefore, H Airlines must grasp the opportunity, actively respond to the challenges, improve its core competitiveness by optimizing the organizational structure, and make its own contribution to the construction of the "free trade port development" economic zone. Through the collection of a large number of data, as well as the analysis of interviews and questionnaires of managers, it is found that the holding shares of H Airlines have some problems in the organizational structure, such as excessive controlling power, unreasonable department setting, unclear functional division, etc., all of which limit the improvement of organizational operation efficiency. In view of the above problems, the author first analyzes the external situational factors and internal structural factors that affect the design of organizational structure, and under the guidance of its strategic intention, carries out the optimal design of organizational structure from several aspects, such as the setting of departments and functions, the setting of post responsibilities of key posts, and the setting of main processes and systems. First, the establishment of new investment planning and investment management departments, audit departments and information departments; Separate the Party's mass work departments and establish the Party's mass work system. Secondly, the important positions of the company are sorted out from three aspects: president, general manager and liaison staff of each department. And on this basis, the development strategy of the enterprise, financial audit, performance - compensation and other processes are elaborated, and these processes are designed systematically. In addition, in order to ensure the establishment of the organizational structure and the function of the organization can play a normal role, this paper also gives the guarantee measures including culture, resources, system and other aspects. This study takes the internal and external environmental conditions faced by H Airlines as the research object, aiming to optimize the organizational structure of H Airlines and improve its operational efficiency on the basis of ensuring the control intensity, so as to meet the increasingly fierce competition environment and achieve faster development. The research of this subject has both theoretical value and practical value. In theory, there has been no systematic discussion on the organization structure of airlines. Therefore, this paper has great reference value for the future industry development. In the specific implementation process, based on the actual situation of H Airlines, this paper carried out an optimization design of its organizational structure, a more reasonable design of organizational department arrangement, an optimization of the functional system, a review of the responsibility system of key positions, and a reorganization of part of the process arrangement. The above measures can make the actual situation of new H Airlines more suitable and improve the efficiency of its organization and operation.
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