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论文编号：	159
作者编号：	052267
上传时间：	2007/12/20 8:52:13
中文题目：	中国汽车企业组织变革研究
英文题目：	Organizational Change Study of
指导老师：	赵伟
中文关键字：	汽车企业 ，组织变革 ，流程管理
英文关键字：	auto enterprises organizatio
中文摘要：	摘 要 面对动态的、变化不断而又必须去适应的环境，越来越多的组织认识到以变制动的重要性和必要性，对组织发展而言，唯一不变的是变革本身。对当今中国汽车企业而言，如何应对新的环境做出合理的组织变革反应，是本篇论文研究的重点。 论文首先对一般组织变革动因进行了分析，认为环境变化是组织必须持续进行变革的根本动力之一。后工业时代的来临是当前组织环境变化的大趋势，因此，如何高效的开展以适应后工业时代特征为目的的组织变革工作，在现阶段对多数企业来说显得尤为重要。论文就此基础上分析了目前中国汽车企业的发展特点和趋势，提出了后工业时代中国汽车企业组织变革这一课题的研究框架。 论文从战略和战术两个层次上对新环境背景下的组织变革进行了系统分析。在战略层次上，现有的组织变革模型研究成果具有很好的借鉴价值，值得在理论研究和实践中予以应用，同时，如何修正集权式组织弊端、构建合作式组织成为后工业时代组织变革的主要战略思路。在战术层面上，组织要树立流程作为组织构建标准的理念，改变危机处理的方式以实现适应后工业时代特征的成本控制模式。 通过对组织变革基本思想方法的分析，论文进一步将时代特征与汽车工业特点结合。首先借鉴了丰田、福特、克莱斯勒等世界先进汽车企业在组织变革方面的成功实践，从变革动力、生产方式、流程再造、价值链管理、知识管理、文化变革等方面介绍了中国汽车企业在后工业时代进程中值得学习的变革经验。之后结合前文分析，重点阐述了中国汽车企业在开展组织变革工作中，应将流程管理、知识工作变革和生产组织方式变革作为关键工作的理由，以及开展相应工作中可采用的模式和应展开的内容。 为了验证文中理论研究的科学性和实践价值，论文的最后选取了天津一汽的组织变革案例进行分析，以实践论证中国汽车企业通过知识工作管理变革、流程变革以及生产组织方式变革等工作可实现的组织价值提升的程度以及过程中需要开展的具体工作。
英文摘要：	Abstract The environment is dynamic, constantly changing and the need to be adapted. More and more organizations recognize that adapting to the changes be importance and necessity. Terms of the organizational development, the only unchanged is the change itself. The focus of these theses is that, for today's Chinese auto enterprises, how to deal with the new environment and do reasonable organizational change reaction. First, the thesis analyzes the cause of the general organizational changes. Environmental change is the fundamental driving force of the organizational change. The current major trend of organizational change in environment is the advent of post-industrial era. Therefore, how to efficiently carry out organizational changes whose purpose is to meet the characteristics of the post-industrial era, at this stage, for most enterprises, is particularly important. According to the above analysis, the paper analyzed the characteristics and trends of the development of China's automobile enterprises and raised the framework of the subject. The thesis systematically analyzes organizational changes under the new background by the strategic and tactical levels. The first, at the strategic level, the existing organizational change model worth learning and applying in practice. How to amend defects of centralized organization and build cooperative organizations has become the major strategic thinking in organizational change of post-industrial era. The second, thinking at the tactical level. Organizations must establish the concept that flow is the standards of organizations construction. Enterprises have to change the crisis management to form a new cost control mode. Through the analysis of the basic way of thinking of the organizational change, the paper will further combines features of the new times and characteristics of the automobile industry. It introduces the successful organizational change experience including the aspects of driving force, mode of production, BPR, value chain management, knowledge management and cultural change by Toyota, Ford, Chrysler III Abstract and etc. global advanced automakers. These should be learned by Chinese auto enterprises. The paper describes the key works of the organizational changes which are BPR, knowledge management and mode of production changing. There are the reasons that three works be key factors and consents of the three works. The thesis cites the case of TJFAW organizational change for validating the theory is reasonable and valuable in practice. It demonstrates that Chinese auto enterprises could get increment in practice from organizational change and what need to do.
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