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论文编号：	7123
作者编号：	2120122741
上传时间：	2014/12/17 11:32:54
中文题目：	T传媒集团组织网络化下的人力资源管理研究
英文题目：	A Study of T Media Group HR Management Based on Organization networking
指导老师：	杨斌
中文关键字：	传媒;组织网络化;人力资源管理
英文关键字：	Media;Organization Networking;Human Resource Management
中文摘要：	随着经济全球化的加剧以及本土市场竞争的激烈，中国传媒行业的生存与发展正经历着复杂多变的环境的考验。在外部环境多变的情况下，作为企业必须不断调整与变革来适应市场的变化。可以说，企业的发展过程，也就是其组织不断变革的过程。随着信息技术革命的进一步深入，互联网及移动传媒越来越多的开始侵占传统媒体（纸质媒体、广播电视等）受众群体。这也让传统媒体经历着前所未有的挑战。为了在竞争中取得优势，需要不断的整合，并提高利用效率同时也伴随着经营内容、业务流程、应用技术的调整与更新。这使得传媒组织变革成为生存与发展的必然过程。传媒组织的战略变革管理已经日益成为组织的日常管理工作不可或缺的部分。 T传媒集团是作为事业单位的T传媒面对市场的企业法人。经过传媒事业单位的不断改革，于2011年正式成立，其整合原有广播、电视、网络、报纸、音响出版等原有传媒业态，将其中政策允许的可经营性资产剥离出来组建而成。是事业单位改革中体现的“事业单位性质、企业化管理”的一种典型。其中T事业单位部分为市文化广播影视局实施行政管理的事业单位，实行党委领导下的台长负责制；T传媒集团有限公司为市管国有企业，实行董事会领导下的总经理负责制。T传媒伴随着新中国成立开始正是面向大众传播，打造了一批全国知名的电视节目与电视剧作品。近年来，随着新媒体对传统媒体受众的侵蚀，收视率与市场份额下滑，进而影响广告创收的下滑。使得T传媒集团需要对新问题做出新的对策，因此组织深入整合、经营战略调整以及业务流程再造已经被提上日程。传媒组织网络化变革趋势日益明显。一旦开始处于组织变革时期，这就意味着对其所具有的资源进行重新整合与分配，对于人力资源则意味着在人才的选拔、培训、使用、保有上进行重新定位、调整和理顺各个人力资源管理职能。人力资源管理，作为战略发展的合作伙伴、变革的推动因素，在组织变革中发挥着重要作用。T传媒集团原有的传统人力资源管理在组织网络化变革的背景下显露出以下短板：事务性工作较多，业务流程不成体系、缺乏战略性思维等。因而在传媒组织网络化转型过程中，如何更好的为实现组织目标、整合内外部资源、扩展集团业务服务，构建支持T传媒集团组织网络化下的战略人力资源管理模式是本论文论述重点。论文由五个部分构成，各个部分的具体内容为：第一章，绪论。介绍论文的研究背景、研究目的、研究方法以及研究成果集价值；第二章，理论综述。主要将组织、组织转型及组织网络化的理论、组织转型下的人力资源管理理论进行综述。对转型条件下，人力资源管理的角色和职能的转变提供理论依据；第三章，对T传媒集团发展历程进行回顾，以及目前集团面临的具体情况和所要解决的问题，从而找出现有人力资源管理各职能模块存在的问题；第四章，对T传媒集团组织网络化转型进行论述，并对现有组织网络化背景下的人力资源管理变革进行分析；第五章，T传媒集团组织网络化过程中人力资源管理优化方案。根据提到的问题对核心流程进行了梳理，对人力资源管理需要的变革提出具体的对策及建议。第六章，研究结论及展望。对本文的研究结论与局限进行总结，并对发展中所可能遇到的相关问题进行展望。
英文摘要：	With the intensification of economic globalization and fierce competition in the domestic market, the survival and development of China's media industry is undergoing a test of complex environments. In the case of changing market, as companies must constantly adjust and change to adapt to market changes. We can say that the enterprise development process, which is constantly changing its organizational process. With further IT revolution, the Internet and mobile media began to occupy more and more traditional media (print media, radio and television) audience. This also allows traditional media experience with unprecedented challenges and competition. In order to gain advantage in the competition, companies need to constantly integrate resources and improve efficiency. Also accompanied by business content, business processes, application of technology to adjust and update. This makes the media has become an inevitable process of organizational change enterprise survival and development. Strategic change management have increasingly become part of the daily management of the organization. T Media Group is a public institution as well as an enterprise in the market. T Media Group was established in 2011 as an enterprise after many years revolution .It integrated original department, such as radio, television, Internet, newspapers, audio publishing original media format which the police allow to manage and these department were stripped out of the operating assets from the formation. Is a typical "nature of public institutions, enterprise management," embodied in the reform of institutions. TMG institutions which part of the City of Culture, Radio, Television Bureau of implementing administrative management institutions, the implementation station charge under the leadership of party committees; T Media Group Limited for the city pipe state-owned enterprises, general manager responsibility system under the leadership of the board. TMG media with the new China was founded precisely for the start of mass communication, to create a number of well-known TV shows and TV works. In recent years, as new media for the erosion of traditional media audience ratings and market share decline, thereby affecting the decline in advertising revenue. TMG Group makes the need for a new approach to new problems, so deep integration organization, management, and business process reengineering strategy adjustment has been put on the agenda. Human resource management, strategic development as a partner, change push factors, changes in strategy plays an important role. Once in strategic business transformation period, which means that their re-integration and allocation of resources possessed, for the human resources it means in personnel selection, training, use, retain the repositioning, restructuring and rationalization the human resource management functions. TMG Group's original traditional human resource management in the context of organizational strategy adjustment revealed the following shortcomings: more transactional work, business processes of fragmentation and lack of strategic thinking and so on. Therefore, in order to better achieve organizational goals, the integration of external resources to expand the Group's business, organizational transformation of the network was evident. How can we build support strategic human resource management model under TMG Group organized network, thus promoting organizational development TMG Group, and then Finish to complete the corporate strategic objectives. Is the focus of this paper discusses. Thesis consists of five parts, the specific content of each part as follows: The first chapter, Introduction. Introduces the research background, purpose, research methods and findings set value. The second chapter, theoretical research and literature review. Mainly the organization, organizational restructuring and organizational networking theory, human resource management theory organizational restructuring reviewed. Under the conditions of restructuring, transformation of human resource management roles and functions provide a theoretical basis. The third chapter of TMG Media Group reviewed the development process, as well as the specific circumstances and problems to be solved currently faced by the Group, in order to identify existing human resource management problems in various functional modules, Chapter IV of TMG Group organizational networking transformation are discussed, and human resources management reform under the existing organizational network analysis background. Chapter V, TMG Group organized network of human resource management process optimization. According to the problems mentioned core processes carried out and propose specific measures and recommendations for changes in human resource management needs. Chapter VI, the conclusions and prospects. Conclusions and limitations of the study are summarized in this paper, and the development of related issues that may be encountered in prospect.
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