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论文编号：	14422
作者编号：	2320213717
上传时间：	2023/12/15 14:45:18
中文题目：	T公司研发组织模式优化研究
英文题目：	T Company R&D Organizing Mode Optimization Study
指导老师：	程莉莉
中文关键字：	研发组织模式;去中心化管理架构;顾问式管理架构;研发组织激励
英文关键字：	R&D Organizing Mode;Decentralization Management Framework;Consultant Management Framework;R&D Motivation
中文摘要：	按照美国经济学家迈克尔波特对于国家的四个典型发展阶段的分析，我国已经经历了要素驱动阶段和投资驱动阶段，目前正处在投资驱动阶段向创新驱动阶段转型的重要时期。创新会成为经济社会发展的主旋律，也会成为企业竞争、保持优势地位的主要手段。产品创新是企业创新的主体，研发团队是产品创新的主要来源。建立更加符合研发人员和研发工作的特点的辩证灵活的研发团队组织模式，对于高效的利用研发资源进行持续有效的创新，保持企业竞争力有着重要的意义。 T公司作为高空作业设备领域的全球领先者，其研发创新能力是保持领先的关键。随着企业规模的扩大和市场竞争的加剧，研发团队在不断壮大，企业对研发创新的要求也在不断提高。本文通过对T公司现状、研发团队的构成、研发人员的特点、研发活动的特点等的分析，指出了企业现行的研发组织模式存在的资源管理架构单一的问题。为了更好的满足企业对高效利用研发资源的需求，本文综合主要组织理论，特别是人本主义理念指导下的行为科学组织理论的研究成果，针对T公司的现状提出对T公司研发组织模式的优化方案，辩证的根据不同的情况提出三种资源管理架构。改进了集中管理架构的决策机制，降低了决策风险；构建了去中心化管理架构以降低对全能研发项目管理者的依赖，并充分调动组织成员的积极性和激发组织成员的潜力；补充了顾问式管理架构以更好的利用初级研发成员并给予他们成长的机会。最后，本文从研发的积极的组织文化的建设、设计匹配组织模式和组织文化激励机制，以及建立技术决策委员会以降低转型期决策风险等三个方面提供了新的组织模式实施的保障。 根据本文的研究，T公司优化后的研发组织模式可以更加高效的利用各层次的研发资源以应对更加复杂的研发创新竞争环境。同时，本研究所基于的研发组织的特点和对研发人员的分析有着广泛的代表性，可以对普通企业组织、特别是制造业企业的研发管理提供较好的指导意义。
英文摘要：	According to the American economist Michael Porter's analysis of the four typical development phases of a Country, China has gone through the factor-driven phase and the investment-driven phase, and is now in an important period of transformation to the innovation-driven phase. Innovation will become the main driver of economic development, and will also become the key for enterprises to gain and maintain their competitive advantage. Product innovation is the main part of enterprise innovation, and the R&D team is the key to product innovation success. A R&D resource organizing mode that compatible with engineer’s characteristics and R&D work is will greatly benefit the R&D efficiency and is very important for continuous and effective to maintain the competitiveness of an enterprises. As a global leader in the aerial work platform industry, T company’s R&D team’s innovation capabilities are the key to maintain its leading positions in the market. With the rapid growth of China market and T company’s revenue, and the intensive competing in the market, T company’s R&D team size and its workload is growing synchronously, along with a much higher demand for product innovation capability build on the efficient use of R&D resources. Through the analysis of the current situation of T company, R&D team’s resources and works, this thesis find out that the root cause of R&D team’s performance limitation is the only centralized R&D resource organizing mode. In order to better serve the demand of the company in unitizing R&D resource more efficiently, this thesis carry out the research of optimizing T company’s R&D resource organizing modes based on multiple classic and state-of-art organizing theory. The optimized R&D resources organizing mode introduces three different resource management framework depends on different situations. It improves the decision-making mechanism of centralized management framework and reduces the decision-making risk; establishes a decentralized management framework to reduce the dependence on R&D project leaders, motives the enthusiasm and utilize the potential of the R&D team members; introduce the consultant management framework to make better use of junior R&D team members and provide them opportunities to grow. In the end, this thesis provides the three actions to ensure the implementation of the optimized resource organizing modes, including promoting an active organizational culture, creating incentive mechanism corresponding to organizational culture and optimized resources organizing modes, and build a technical decision-making committee to reduce the risk of decision-making decisions in the transition period. According to the research in this thesis, the optimized R&D resource organizing mode of T Company can improve R&D resources efficiency and contribute to T company’s innovation competitiveness growth. Meanwhile, as the characteristics of the R&D organization and R&D resource are representative, this thesis’s output could also provide a good guidance for a wider range of traditional enterprises’ R&D management.
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