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论文编号：	15071
作者编号：	2320223847
上传时间：	2024/12/10 10:12:51
中文题目：	F医疗器械公司经营环境变化下组织结构优化研究
英文题目：	Research on Organizational Structure Optimization of F Medical Equipment Company under Changes in Business Environment
指导老师：	刘俊振
中文关键字：	组织理论；组织结构；外资企业；医疗器械公司；环境变化
英文关键字：	Organizational Theory; Organizational Structure; Foreign-funded Enterprises; Medical Equipment Companies; Environmental Changes
中文摘要：	全球医疗器械行业的快速发展，外资医疗器械企业在中国市场的影响力与日俱增。然而，随着中国本土医疗器械企业的崛起，本土企业的价格竞争优势、客户需求的变化以及市场与政策环境的不断演变，外资企业面临的竞争与挑战日益增加。F医疗器械公司作为外资医疗器械行业的代表之一，在中国市场发展迅速，但其组织结构逐渐暴露出一些问题，包括层级过多、权责不清、决策权过度集中、缺乏灵活性以及跨部门合作不畅等问题。为了更好地应对这些挑战并提升企业竞争力，组织结构的优化成为了必然选择。 本文首先通过对于组织结构设计内容和理论的梳理和公司组织结构现状的分析，提出了公司当下面临的环境变化与挑战。通过发放问卷调研80份与深入访谈20名员工，系统分析了现有组织结构存在的问题，并通过数据支持分析了这些问题对公司整体运营效率的影响。结果表明，当前的层级过多导致了信息传递延误，决策链条过长，管理效率低下。权责不清进一步加剧了各部门在工作中的混乱，导致员工责任感不足。决策权过度集中导致了一线员工的主动性受限，缺乏灵活应对市场变化的能力。而跨部门协作不畅更是限制了资源的有效分配与利用，影响了项目的顺利推进。为此，论文在麦肯锡7S等理论指导下，基于F医疗器械公司现实，提出了一系列针对性的优化策略，涵盖了纵向结构调整、横向沟通与协作、基于战略和业务调整的结构规模优化、以及新组织结构下的文化设计。本文对F医疗器械公司组织结构的优化不仅能够有效提升其运营效率，增强其市场竞争力，还将为其他外资医疗器械企业在中国市场的运营提供有力参考。
英文摘要：	With the rapid development of the global healthcare industry has led to increasing influence of foreign medical equipment companies in the Chinese market. However, with the rise of domestic medical equipment companies in China, foreign enterprises are facing growing competition and challenges due to the price advantage of local companies, changes in customer demands, and the continuous evolution of the market and policy environment. F Company is a foreign-funded medical equipment enterprises, as one of the key players in the foreign healthcare sector, has experienced rapid growth in the Chinese market. Yet, its organizational structure has gradually revealed some issues, such as excessive hierarchy, unclear responsibilities, over-centralized decision-making, lack of flexibility, and poor cross-departmental collaboration. To better address these challenges and enhance the company’s competitiveness, optimizing the organizational structure has become a necessary choice. This paper first reviews the content and theories of organizational structure design and analyzes the current organizational structure of the company, highlighting the business environment changes and challenges the company is facing. Through distributing 80 questionnaires and conducting in-depth interviews with 20 employees, a systematic analysis was carried out to identify the existing problems within the organizational structure. Data analysis supports the findings that these problems are negatively impacting the company’s overall operational efficiency. The results show that the excessive hierarchy has led to delays in information transmission, extended decision-making chains, and low management efficiency. The lack of clear responsibilities further exacerbates confusion among departments, resulting in employees having insufficient sense of responsibility. Over-centralized decision-making limits the initiative of frontline employees, reducing their ability to flexibly respond to market changes. Additionally, poor cross-departmental collaboration hinders the effective allocation and utilization of resources, affecting the smooth progression of projects. Therefore, based on the reality of F Company and guided by theories such as the McKinsey 7S model, this paper proposes a series of targeted optimization strategies. These include vertical structural adjustments, improvements in horizontal communication and collaboration, optimization of structure size based on strategic and business adjustments, and the cultural design under the new organizational structure. The optimization of the organizational structure for F Company not only effectively improves its operational efficiency and enhances its market competitiveness but also provides a valuable reference for other foreign healthcare companies in the Chinese market.
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