D公司管理流程改進(jìn)研究
發(fā)布時間：2019-06-15 02:20
【摘要】：隨著市場經(jīng)營環(huán)境的發(fā)展變化,傳統(tǒng)的以職能管理為主、縱向一體化的管理方式漸漸不能滿足企業(yè)的發(fā)展需要,科學(xué)現(xiàn)代化的管理方式對企業(yè)的經(jīng)營生產(chǎn)活動越來越重要,越來越多的企業(yè)開始引進(jìn)先進(jìn)的管理理念和管理方法,提升企業(yè)的管理水平,提高企業(yè)的市場競爭力。近年來,流程管理理論作為一種先進(jìn)的管理指導(dǎo)思想,引進(jìn)我國后,便成為了企業(yè)界和學(xué)術(shù)界研究的熱點(diǎn),使越來越多的企業(yè)開始關(guān)注自身的流程,實(shí)行以流程管理為主、橫向一體化的管理方式。D公司作為中小化工企業(yè),經(jīng)過近八年的發(fā)展,雖然目前現(xiàn)行的管理流程在一定程度上能夠保障公司的正常運(yùn)轉(zhuǎn),完成既定指標(biāo),但是公司面對的內(nèi)外部環(huán)境都發(fā)生了重大的改變,其面臨著與眾多中小企業(yè)同樣的問題:核心競爭力缺乏,管理水平低下,市場抗風(fēng)險(xiǎn)能力較差等。與此同時,隨著環(huán)保政策越來越嚴(yán),下游企業(yè)(制漿造紙企業(yè))進(jìn)一步集中,同行業(yè)的競爭日益激烈,D公司內(nèi)部管理問題也正在制約著企業(yè)的進(jìn)一步發(fā)展。D公司公司在運(yùn)作過程中明顯感覺吃力,進(jìn)而限制D公司快速的發(fā)展。面對以上問題,通過梳理診斷D公司管理流程過程中出現(xiàn)的問題,分析其原因,依據(jù)管理相關(guān)理論知識,D公司必須強(qiáng)化公司管理的體系化和戰(zhàn)略化。D公司管理工作將來改善的重要方向是要從現(xiàn)有的以職能為導(dǎo)向的管理向以流程為導(dǎo)向的管理方式轉(zhuǎn)變。主要途徑是通過改進(jìn)現(xiàn)行組織結(jié)構(gòu)和管理方式以及現(xiàn)行管理流程等方面研究解決目前問題。因此,對D公司的管理流程進(jìn)行改進(jìn),提出相應(yīng)的解決方案,從而達(dá)到提高D公司的管理水平、企業(yè)的運(yùn)作效率和核心競爭力的目的;同時,通過對D公司管理流程的探討,旨在對其他類似企業(yè)有一定的適用性和借鑒價(jià)值。本論文運(yùn)用文獻(xiàn)研究、案例結(jié)合理論分析等方法,對D公司管理流程改進(jìn)的過程中,制定了D公司管理流程改進(jìn)的目標(biāo):構(gòu)建一套“高效、務(wù)實(shí)、簡潔”,適合D公司現(xiàn)實(shí)發(fā)展需要同時又能可持續(xù)優(yōu)化改進(jìn)的管理流程�；贒公司管理流程改進(jìn)目標(biāo),逐步分解,改進(jìn)了企業(yè)的組織結(jié)構(gòu),增設(shè)了總經(jīng)理助理一職,同時為了簡化工作匯報(bào)程序,將售后服務(wù)部并入技術(shù)部門;構(gòu)建了流程優(yōu)化責(zé)任主體,需求部門提出改進(jìn)需求,由總經(jīng)理助理監(jiān)管,行政辦公室協(xié)助執(zhí)行;實(shí)行了以流程為中心,職能管理并行的管理方式;設(shè)計(jì)了管理流程改進(jìn)效果的評價(jià)指標(biāo),并賦予了一定的權(quán)重。
[Abstract]:With the development and change of the market management environment, the traditional functional management is the main, the vertical integration management mode can not meet the development needs of the enterprise gradually, the scientific and modern management mode is more and more important to the management and production activities of the enterprise, more and more enterprises begin to introduce advanced management ideas and management methods, improve the management level of the enterprise and improve the market competitiveness of the enterprise. In recent years, process management theory, as an advanced management guiding ideology, has become the focus of business and academic research after the introduction of China, making more and more enterprises begin to pay attention to their own process, implement process management as the main, horizontal integration of management. D company, as a small and medium-sized chemical enterprises, after nearly eight years of development, Although the current management process can ensure the normal operation of the company to a certain extent and complete the established indicators, the internal and external environment faced by the company has undergone major changes, facing the same problems as many small and medium-sized enterprises: lack of core competitiveness, low management level, poor market risk resistance and so on. At the same time, with the stricter and stricter environmental protection policy, the downstream enterprises (pulping and papermaking enterprises) are further concentrated, and the competition in the same industry is becoming increasingly fierce, and the internal management problems of D company are also restricting the further development of enterprises. D company obviously feels the difficulty in the operation process, thus restricting the rapid development of D company. In the face of the above problems, by combing and diagnosing the problems in the management process of D company, and analyzing the reasons, according to the relevant theoretical knowledge of management, D company must strengthen the systematization and strategy of company management. The important direction of improving the management work of D company in the future is to change from the existing function-oriented management to the process-oriented management mode. The main way is to improve the current organizational structure and management methods, as well as the current management process to solve the current problems. Therefore, the management process of D company is improved and the corresponding solutions are put forward, so as to improve the management level of D company, the operational efficiency and core competitiveness of the enterprise. At the same time, through the discussion of the management process of D company, the purpose is to have certain applicability and reference value for other similar enterprises. By using the methods of literature research, case study and theoretical analysis, this paper formulates the goal of D company management process improvement in the process of D company management process improvement: to construct a set of "efficient, pragmatic and concise" management process, which is suitable for the realistic development of D company and can optimize the management process sustainably at the same time. Based on the management process improvement goal of D company, it gradually decomposes, improves the organizational structure of the enterprise, adds the post of assistant general manager, at the same time, in order to simplify the work reporting procedure, the after-sales service department is integrated into the technical department; the main body of process optimization responsibility is constructed, and the demand department puts forward the improvement demand, which is supervised by the assistant general manager and assisted by the administrative office. The evaluation index of management process improvement effect is designed and given a certain weight.
【學(xué)位授予單位】：天津商業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.7
本文編號：2499888
[Abstract]:With the development and change of the market management environment, the traditional functional management is the main, the vertical integration management mode can not meet the development needs of the enterprise gradually, the scientific and modern management mode is more and more important to the management and production activities of the enterprise, more and more enterprises begin to introduce advanced management ideas and management methods, improve the management level of the enterprise and improve the market competitiveness of the enterprise. In recent years, process management theory, as an advanced management guiding ideology, has become the focus of business and academic research after the introduction of China, making more and more enterprises begin to pay attention to their own process, implement process management as the main, horizontal integration of management. D company, as a small and medium-sized chemical enterprises, after nearly eight years of development, Although the current management process can ensure the normal operation of the company to a certain extent and complete the established indicators, the internal and external environment faced by the company has undergone major changes, facing the same problems as many small and medium-sized enterprises: lack of core competitiveness, low management level, poor market risk resistance and so on. At the same time, with the stricter and stricter environmental protection policy, the downstream enterprises (pulping and papermaking enterprises) are further concentrated, and the competition in the same industry is becoming increasingly fierce, and the internal management problems of D company are also restricting the further development of enterprises. D company obviously feels the difficulty in the operation process, thus restricting the rapid development of D company. In the face of the above problems, by combing and diagnosing the problems in the management process of D company, and analyzing the reasons, according to the relevant theoretical knowledge of management, D company must strengthen the systematization and strategy of company management. The important direction of improving the management work of D company in the future is to change from the existing function-oriented management to the process-oriented management mode. The main way is to improve the current organizational structure and management methods, as well as the current management process to solve the current problems. Therefore, the management process of D company is improved and the corresponding solutions are put forward, so as to improve the management level of D company, the operational efficiency and core competitiveness of the enterprise. At the same time, through the discussion of the management process of D company, the purpose is to have certain applicability and reference value for other similar enterprises. By using the methods of literature research, case study and theoretical analysis, this paper formulates the goal of D company management process improvement in the process of D company management process improvement: to construct a set of "efficient, pragmatic and concise" management process, which is suitable for the realistic development of D company and can optimize the management process sustainably at the same time. Based on the management process improvement goal of D company, it gradually decomposes, improves the organizational structure of the enterprise, adds the post of assistant general manager, at the same time, in order to simplify the work reporting procedure, the after-sales service department is integrated into the technical department; the main body of process optimization responsibility is constructed, and the demand department puts forward the improvement demand, which is supervised by the assistant general manager and assisted by the administrative office. The evaluation index of management process improvement effect is designed and given a certain weight.
【學(xué)位授予單位】：天津商業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.7
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