本文選題：煙用香精香料　切入點(diǎn)：組織結(jié)構(gòu)優(yōu)化　出處：《蘭州大學(xué)》2017年碩士論文

【摘要】：從上世紀(jì)40年代開始,香精和香料逐漸成為煙草產(chǎn)品的重要組成部分。2004年以來,中國煙草專賣局進(jìn)一步向各地?zé)煵萜髽I(yè)提出了“以我為主、由我掌控的卷煙自主調(diào)香主體地位”的整體要求,鼓勵(lì)各地?zé)煵萜髽I(yè)走上自主調(diào)香的道路。上海牡丹香精香料有限公司是一家專業(yè)研發(fā)、生產(chǎn)、供應(yīng)、提供咨詢服務(wù)的煙用香精香料企業(yè),作為國內(nèi)第一家實(shí)現(xiàn)自主調(diào)香的專業(yè)配套企業(yè),公司常年來秉承精簡、快速、靈活的管理模式,為上海煙草集團(tuán)提供配套產(chǎn)品和技術(shù)兩大方面的支撐,確保集團(tuán)整體供應(yīng)鏈的運(yùn)作順暢。然而隨著近年來國家控?zé)熣吆桶隧?xiàng)規(guī)定的深入推進(jìn),地方安全生產(chǎn)法令與要求的層層緊逼,行業(yè)各項(xiàng)產(chǎn)品和技術(shù)標(biāo)準(zhǔn)的日趨嚴(yán)格,公司現(xiàn)有的運(yùn)營模式將受到前所未有的挑戰(zhàn),能否依然保持高效、管用,是公司管理者必須思考的問題。此外,公司內(nèi)部將在未來幾年中發(fā)生重大結(jié)構(gòu)調(diào)整,研發(fā)團(tuán)隊(duì)將搬離本部與集團(tuán)進(jìn)一步靠攏,越來越多專業(yè)領(lǐng)域的高水平人才將得到引進(jìn),這些機(jī)遇或挑戰(zhàn)使我們必須對(duì)現(xiàn)有的組織結(jié)構(gòu)重新審視。因此,如何設(shè)計(jì)出一套適應(yīng)未來趨勢且行之有效的組織結(jié)構(gòu)并鞏固下來,從而為“規(guī)范”與“效率”這對(duì)日益加劇的沖突之間找到平衡點(diǎn),并加速部分主營業(yè)務(wù)的轉(zhuǎn)型,成為了我們的當(dāng)務(wù)之急。本文以上海牡丹香精香料有限公司組織結(jié)構(gòu)為研究對(duì)象,分析了該公司在未來五年即將面臨的內(nèi)、外部環(huán)境以及現(xiàn)有組織結(jié)構(gòu)帶來的人力資源、職能劃分、綜合管理等方面的問題,指出了對(duì)公司組織結(jié)構(gòu)進(jìn)行優(yōu)化的必要性。首先,論文引入盧因的三階段變革過程模型、卡斯特的組織變革模型,并以上述模型為基礎(chǔ),運(yùn)用比較分析法、內(nèi)外因素分析法、魚刺圖法,對(duì)公司自身管理維度和管理層級(jí)進(jìn)行劃分,選擇合適的組織結(jié)構(gòu)類型。然后,從總體框架設(shè)計(jì)、職能與機(jī)構(gòu)設(shè)計(jì)、協(xié)作流程設(shè)計(jì)、溝通機(jī)制設(shè)計(jì)、績效考核與激勵(lì)設(shè)計(jì)等五方面出發(fā),系統(tǒng)地探討了新的組織結(jié)構(gòu)模式對(duì)公司未來五年整體發(fā)展帶來的影響。同時(shí),就新模式的實(shí)施可能產(chǎn)生的沖擊進(jìn)行了分析,指出了現(xiàn)有組織結(jié)構(gòu)并非一無是處,應(yīng)當(dāng)在現(xiàn)有基礎(chǔ)上來設(shè)計(jì)和實(shí)施優(yōu)化,以及如何使用盧因的三階段變革過程模型和PDCA管理循環(huán)來實(shí)施和鞏固組織結(jié)構(gòu)的優(yōu)化過程。基于公司現(xiàn)有各項(xiàng)業(yè)務(wù)及人員管理所提出的要求,結(jié)合未來五年的發(fā)展需要,本文設(shè)計(jì)了一套切實(shí)可行的組織結(jié)構(gòu)優(yōu)化方案,并為該方案制訂了初期、中期、后期不同階段的具體實(shí)施步驟。通過對(duì)該方案在上海牡丹香精香料有限公司的實(shí)施開展調(diào)查研究及部分實(shí)例分析,找出新的組織結(jié)構(gòu)由于人員崗位變動(dòng)、職能部門細(xì)分、矩陣制結(jié)構(gòu)和項(xiàng)目制開展而導(dǎo)致的風(fēng)險(xiǎn),通過思想建設(shè)、制度建設(shè)、人力資源建設(shè)、組織建設(shè)等四個(gè)方面來制訂防范措施,并跟蹤實(shí)施進(jìn)展,有針對(duì)性地提出未來研究方向。
[Abstract]:Since the 1940s, flavor and spices have gradually become an important part of tobacco products. Since 2004, the China Tobacco Monopoly Bureau has further proposed to tobacco enterprises in various places that "we are the main body."By my control of the main body status of cigarette flavor, "the overall requirements, encourage local tobacco enterprises to take the road of independent flavoring."Shanghai Peony essence Perfume Co., Ltd. is a professional research and development, production, supply, and provide advisory services of tobacco flavor and spice enterprises, as the first domestic professional matching enterprises to achieve their own flavor, the company has been adhering to the streamlining, rapid,Flexible management mode provides the support of supporting products and technology for Shanghai Tobacco Group to ensure the smooth operation of the whole supply chain of Shanghai Tobacco Group.However, with the development of the national tobacco control policy and eight regulations in recent years, the local production safety regulations and requirements are pressing, and the products and technical standards of the industry are becoming more and more stringent.The company's existing business model will be unprecedented challenges, whether to remain efficient, effective, is the company managers must think about.In addition, major structural adjustments will take place within the company in the next few years, and the R & D team will move further away from the headquarters and closer to the Group, and more and more high-level professionals in professional fields will be brought in.These opportunities or challenges necessitate a re-examination of the existing organizational structure.Therefore, how to design and consolidate a set of organizational structures that are effective and responsive to future trends in order to strike a balance between "norms" and "efficiency", which are increasing conflicts, and accelerate the transformation of some of the main businesses,Has become our top priority.This paper takes the organizational structure of Shanghai Peony essence and Perfume Co., Ltd. as the research object, analyzes the internal and external environment that the company will face in the next five years, as well as the human resources and function division brought by the existing organizational structure.This paper points out the necessity of optimizing the organizational structure of the company.First of all, the paper introduces Luin's three-stage change process model, Castell's organizational change model, and based on the above model, using comparative analysis, internal and external factors analysis, fish-prickling map method,The management dimension and management level of the company are divided and the appropriate organizational structure type is selected.Then, from the overall framework design, function and organization design, collaboration process design, communication mechanism design, performance appraisal and incentive design, etc.This paper systematically discusses the influence of the new organizational structure on the overall development of the company in the next five years.At the same time, the impact of the implementation of the new model is analyzed, pointing out that the existing organizational structure is not without merit and should be designed and optimized on the basis of the existing model.And how to use Luin's three-stage change process model and PDCA management cycle to implement and consolidate the optimization process of organizational structure.Based on the requirements of the company's existing business and personnel management and the development needs in the next five years, this paper designs a set of feasible organizational structure optimization schemes, and formulates the initial and middle stages of the program.The specific implementation steps in different stages of the later period.Through the investigation and research on the implementation of the scheme in Shanghai Peony essence and Perfume Co., Ltd and some examples, we find out that the new organizational structure is subdivided into functional departments because of the change of personnel posts.The risk caused by the development of matrix system structure and project system, through the four aspects of ideological construction, system construction, human resource construction, organization construction, to formulate preventive measures, and track the progress of implementation, and put forward the direction of future research.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.7

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 楊少杰;;從“金字塔”到“扁平化”[J];人力資源;2016年02期

2 趙婭;付春香;;組織變革中的組織慣性研究:價(jià)值鏈模型的構(gòu)建與應(yīng)用[J];企業(yè)經(jīng)濟(jì);2016年01期

3 謝冬梅;;基于企業(yè)內(nèi)部控制風(fēng)險(xiǎn)管理的探討[J];中國市場;2016年01期

4 高欣;楊秀剛;;企業(yè)激發(fā)創(chuàng)新因素研究[J];知識(shí)經(jīng)濟(jì);2016年01期

5 張婕;樊耘;紀(jì)曉鵬;;組織變革因素與員工對(duì)變革反應(yīng)關(guān)系研究[J];管理評(píng)論;2013年11期

6 林忠;劉亦飛;;組織變革理論變遷[J];產(chǎn)業(yè)組織評(píng)論;2013年03期

7 劉漢民;崔娜;;企業(yè)組織結(jié)構(gòu)進(jìn)化的影響因素分析[J];現(xiàn)代管理科學(xué);2013年06期

8 周超;;企業(yè)組織結(jié)構(gòu)的演變及其影響因素[J];企業(yè)改革與管理;2011年08期

9 陳建勛;凌媛媛;王濤;;組織結(jié)構(gòu)對(duì)技術(shù)創(chuàng)新影響作用的實(shí)證研究[J];管理評(píng)論;2011年07期

10 鄭偉偉;;企業(yè)行政管理體系組織結(jié)構(gòu)設(shè)計(jì)與再造[J];大眾商務(wù);2009年22期

相關(guān)博士學(xué)位論文 前1條

1 焦明宇;我國國有企業(yè)組織結(jié)構(gòu)變革研究[D];首都經(jīng)濟(jì)貿(mào)易大學(xué);2012年

，

本文編號(hào)：1727539