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论文编号：	4430
作者编号：	1120060946
上传时间：	2012/6/8 18:19:47
中文题目：	定制化企业项目导向型组织成熟度模型与提升方法研究 --以台湾C企业为例
英文题目：	Research on Customized Business Companies’ Project-oriented Organization Maturity Models and Enhance-- The case of Taiwan C company
指导老师：	戚安邦
中文关键字：	定制化企业；组织变革；项目导向型组织；成熟度模型
英文关键字：	Customized Enterprise; Organizational Change; Project-oriented Organization; Maturity Models
中文摘要：	随着社会的不断变革，定制化类型的企业更需要开展这种组织变革，而这种组织变革相对比较复杂和困难，需要对这种组织的变革及其过程的管理开展深入的研究和探索。本文通过对于不同行业中的定制化企业的组织研究发现，我国现有的定制化企业大多数还在采用面向工业经济重复性生产活动的日常运营导向型的型态。但是这些组织体制和管理机制都无法很好地适应于我国正在开展的创新型国家建设和知识经济发展的大环境的需要。定制化企业如何在既有的组织现况下进行组织变革而提升到项目导向型管理的组织，这是企业作为盈利组织而为实现效率更高、资源更省和适应能力更强所必须要研究和解决的问题。本论文进行定制化企业项目导向型组织成熟度模型与提升方法的研究，是在这个时代背景下开始的。本研究的理论基础主要是建立在项目管理、组织管理、组织变革和管理成熟度模型理论等理论基础之上，主要对三个问题进行了研究：其一是定制化企业项目导向型组织成熟度模型的建立；其二是定制化企业项目导向型组织成熟度评价方法的建立；其三是定制化企业项目导向型组织成熟度提升方法的建立。为了解决上述三个问题，作者进行了量化的研究和质化的研究，研究过程如下：首先，通过文献研究及充分吸收与本研究有关的知识后，把影响定制化企业项目导向型组织成熟度的各个因素归纳为组织体制、管理机制、管理方法、企业文化和组织能力等五个维度及成熟度提升的企业战略、文化建设、信息系统建设和利益相关主体管理等四个方法；在形成初稿调查问卷之后，作者征求了自己熟识、在定制化企业担任项目管理有着丰富实践工作经验的六位项目管理人员的意见和建议，形成了调查问卷。其次，针对定制化这一类型的企业，进行随机抽样和非随机抽样相结合的方式来确定调查对象。并对于回收的116份有效问卷进行信度检验和效度检验，通过检验之后，依照调查问卷的内容，建立了定制化企业项目导向型组织成熟度的模型。其三，再经过与七位项目管理相关领域的专家学者深度访谈的结果，将这个调查问卷略微调整题项及修改少部分文字而成为“定制化企业项目导向型组织成熟度评分表”初稿，复经调查问卷最初提供意见的六位项目管理实践专家确认符合当初构想原意之后，将这份评分表定稿并成为了定制化企业项目导向型组织成熟度评价方法。其四，依照研究结果及“定制化企业项目导向型组织成熟度评分表”确立了定制化企业项目导向型组织成熟度提升方法。本文的研究以台湾C企业为案例企业，对本论文的相关成果进行了实证研究。本论文的主要研究内容与研究成果涉及以下几个方面：其一是企业定制化的转型和定制化企业的项目导向型组织变革主要涉及五个维度或方面，即组织体制、管理机制、管理方法、企业文化和组织能力。以及从初始级、攀登级到成熟级然后完善级的四个级次的成熟度变革。其二是成熟度纵向升级路线必须是按照初始级、攀登级、成熟级和完善级去逐级变革和升级，这是定制化企业项目导向型组织成熟度不断提升的过程和路线，这种组织变革过程中不允许出现越级变革的情况，这是成熟度模型“纵向分级次”的升级变革的顺序。其三是项目导向型组织中的这五个维度的相互之间依存关系是：组织体制决定了管理机制，而管理机制决定了管理方法，企业文化则是这三个的柔性表现，这四个维度决定了组织能力，这是成熟度模型“横向按优先序列”的横向变革的优先序列。其四是在这种纵向逐步升级的过程中，横向升级也必须遵循五个维度的按照优先序列安排，按照既有分步又有同步的模式去升级。其五是定制化企业项目导向型组织成熟度的提升方法，需要利用面向企业战略的这种“由硬到软”的技术方法和借助企业文化建设的这种“由软到硬”的技术方法，以及借助信息系统建设和服务于利益相关主体这两种提升辅助的方法。本研究的创新点可以概括归纳为：一是建立定制化企业项目导向型组织成熟度的蛛网图模型；二是建立采用评分表方式的定制化企业项目导向型组织成熟度的评价方法；三是建立定制化企业项目导向型组织成熟度提升的方法。
英文摘要：	As an enormous social change, customized enterprises are more need to carry out organizational change, this kind of organizational change is more complicated and difficult, it’s necessary to research the process of this kind of organizational change. According to the study on the customization enterprise in different industries, most of customized enterprises in China are within the operational activities oriented organization, which is fit to industrial economy reproducible production as the basis of management mechanism. But this organizational system and management mechanism cannot meet the needs of construction of innovative country and the development of knowledge economy. How a customized enterprise changes to a project oriented organization, this problem is a research point for a profitable enterprise which exists for achieving a high efficiency, resources saving and improving adaptability. Under this status, project oriented organization maturity model and improvement method of customized enterprise are researched. Based on project management, organization management, organization change and management maturity model theory, the three main problems are studied: firstly is the establishment of project oriented organization maturity model of customized enterprise; secondly is evaluation method of project oriented organization maturity of customized enterprise; thirdly is improvement method of project oriented organization maturity for customized enterprise. In order to solve these three problems, quantitative and qualitative researches are implemented according to following process. First of all, by literature review and theoretical study, the five dimensions of project oriented organization maturity of customized enterprise are organization system, management mechanism, management methods, corporate culture and organizational capacity, and the improvement methods involve enterprise strategy, culture, information system and stakeholder management. After drafting original questionnaire, through collecting the comments and suggestions from six project managers with rich experiences and employed by customized companies, the final questionnaire had been issued. Secondly, by random and non-random sampling and issuing, there are 116 questionnaires had been collected and accepted reliability and validity test. According to the content and statistic results from questionnaire, the model of customized enterprise project oriented organization maturity is established. Thirdly, based on the summary and results from interview with seven experts of project management, the draft of “scoring card of customized enterprise project oriented organization maturity “ had been put forward after adjusting and modifying some items. Furthermore, through comparing original concept and the scoring card, the evaluation method of customized enterprise project oriented organization maturity had been confirmed with several experts of project management. Fourthly, according to the research results and" customization enterprise project oriented organization maturity scoring card", the improvement method for customized enterprise project oriented organization maturity had been established. Taking a Taiwan’s company named C as a case, the analysis from case study had proved the results from the theoretical study mentioned above, which can be concluded as follow: Firstly, the organizational change to customization and the transformation toward project oriented organization for customized enterprise involved five dimensions, which are organization system, management mechanism, management method, corporate culture and organizational capacity. And the maturity can be measured in four levels: initial, climbing, mature and excellence. Secondly, as for customized enterprise project oriented organization, the longitudinal improvement route of the maturity must be accordant with the sequence from initial stage to excellence. In this path for improving maturity, it is not allowed to change according to other sequence. Thirdly, as for five dimensions of project oriented organization, there are some dependency relations: organization system determines the management mechanism, the management mechanism determines the management method, these three dimensions are performed by corporate culture, and the organization ability is determined by four aspects mentioned above. Moreover, these relations compose the transverse priority sequence for maturity model. Fourthly, in longitudinal improvement process, transverse improvement must according to the priority sequence arrangement within five dimensions, in order to accomplish step-by-step and synchronous improvement mode. Fifthly, the improvement methods of customized enterprise project oriented organization maturity need to support by the technical method of enterprise strategy named " hard to soft" and the means of enterprise culture construction named " soft to hard", and information system construction and stakeholder management can be assistant methods for improvement. The innovation points of this dissertation can be summarized as follow: the establishment of cobweb model of customized enterprise project oriented organization maturity; providing the evaluation method of customizing enterprise project oriented organization maturity based scoring card; putting forward improvement methods for customized enterprise project oriented organization maturity.
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