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论文编号：	1739
作者编号：	2120072238
上传时间：	2009/12/24 9:49:54
中文题目：	通信企业变革领导力研究：以中国联通为例通信企业变革领导力研究：以中国联通为例
英文题目：	the study on the organizational change for leadership of communication campany:a case study of China Unicom
指导老师：	赵伟
中文关键字：	通信企业 组织变革 领导力 中国联通
英文关键字：	telecommunication corporation organizational change leadership China Unicom
中文摘要：	进入二十一世纪，通信技术和信息化应用经历了前所未有的高速发展，在改变世界经济和社会的同时，也对各国通信企业的经营与发展产生至关重要的影响。作为通信技术的推广者和信息化服务的提供者，通信企业不断对自身进行调整，以适应经营环境的变化以及市场的需求。 本研究的主要目的在于探索通信企业变革中领导力的应用，通过三个欧洲成功的通信企业变革的案例对比分析，归纳出通信企业组织变革实施中领导的关键要素，并在此基础上以合并后的新联通为案例，研究中国通信企业组织变革，以此为我国通信企业组织变革领导实践提出一些具有现实意义的指导。 整个研究主要分成了四个部分，第一部分为相关理论综述，重点就组织变革理论和领导理论的研究现状进行总结评述，奠定后续研究的理论基础；第二部分运用组织变革过程模型的研究思路，分析了通信企业组织变革的现状和特点，对欧洲三个典型的通信企业英国电信、法国电信、德国电信的变革历程进行了对比分析，总结出通信企业成功的组织变革过程中成功的共同特点；第三部分在前面研究的基础上，对通信企业变革领导的三个要素进行分析并对支撑这些要素的变革领导关键点进行详细的阐述。第四部分分析了以中国联通为代表的中国通信企业的变革现状、特点及情况，并基于全球通信企业技术应用及市场需求演进的相似性，将前文对通信企业变革领导的研究结论进行应用，对中国联通变革领导的实施从战略实施、结构重组和变革阻力三个方面进行了案例分析，并提出进一步应对变革的建议。 本研究主要结论如下: 1．通信企业的领导需要具备识别影响变革进程的客观因素，并把握决定变革成败的主观因素的能力，这种变革领导力的三个要素包括确定变革方向、实施变革行动、巩固变革成果，三者依时间顺序在变革的整个过程中起到关键作用。 2．通信企业的变革进程受技术发展和市场需求的双重影响，参照国外通信企业的先进经验，结合我国特定的行业条件，以中国联通为代表的通信企业能否及时识别变革时机并迅速实施变革战略将成为变革成败的关键。 3.通信企业变革的最终实施者是企业员工，变革领导者必须注重与员工的互动，变革过程中关注组织观念、氛围营造有助于变革取得成功。全业务运营趋势下，通过充分的沟通与培训将员工转化为变革的支持者，能有效减缓变革阻力。
英文摘要：	Entered twenty-first century, communication technology and application of information technology who had experienced an unprecedented rapid development, change the economic and social events in the world, meanwhile is crucially impacting the telecommunication corporations all over the world. As the promoter of communication technology and the provider of information service, telecommunication companies continually adjust themselves to adapt to the change of business environment and the market needs. The main purpose of this study is to explore the application of leadership in the telecommunication corporation. By the analysis and comparison in field of the change among three most successful telecommunication corporations in European, the study concludes the key elements in the leadership of the implementation in telecommunication corporation change. The case of new China Unicom is fixed according to this and used for the research of organization change in Chinese telecommunication companies. It has a significant guidance to the leadership practice of Chinese telecommunication corporations. The whole study is divided into four parts. The first part is the introduce of theory. The emphasis is the summarized comment of present research in organization change and leadership theory and then is to be the basic of lasting research. The second part is using the research method of organization change process model to analyze the status and characteristic of it. By the comparison of the change process of three typical European telecommunication companies, British Telecom, France Telecom and Deutsche Telekom, it is successful to summarize the common characteristic of successful organization change in telecommunication companies. On the base of the first two parts, the third one is the analysis of the three factors impacting the telecommunication corporation change leadership and the detail comment of key points supporting the factors. The last part used to analyze the status and characteristic of China telecommunication corporation change and the present situation of China telecommunication companies represented by China Unicom. Based on the similarity of global telecommunication tech application and market demand change, it is possible to use the result of research in telecommunication company leadership according to the formal texture. Then the case is analyzed from the tree directions, strategy implementation, structure reforming and resistance of change, and the further advices of next step facing change are posted. The main conclusions of this study are as follows: 1. The leaders of telecommunication corporations need the ability of identifying the objective factors impacting the change process. They also own the ability of hold subjective factors determining the success or failure of change. The three factors of change leadership include the identification of change direction, implementation of change activity and consolidation of reform result. And these three impact the change throughout the entire process under chronological order. 2. The process of telecommunication company change is impacted by both tech development and market demand. According to the advanced experience of foreign telecommunication companies, combining with our industry-specific terms, whether the telecommunication corporation represented by China Unicom could identify change opportunity and rapidly implement change strategy will determine the success or not in change. 3. The ultimate perpetrator of telecommunication company change is the employees. Leaders must focus on the interaction with the staff, also the organization ideas during the process of change. Creating a conducive climate is helpful to the change success. Under the trend of full-service operations, through adequate communication and training, employees will be changed into a supporter of change. This can effectively reduce resistance of change.
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