本文關(guān)鍵詞：金地集團(tuán)組織結(jié)構(gòu)變革研究　出處：《大連理工大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 組織結(jié)構(gòu) 變革 金地集團(tuán) 扁平化組織

【摘要】：隨著中國(guó)房地產(chǎn)行業(yè)的高速發(fā)展,大批房地產(chǎn)企業(yè)規(guī)模迅速壯大,并開(kāi)始在全國(guó)多個(gè)城市多點(diǎn)布局、多業(yè)態(tài)經(jīng)營(yíng),形成組織集團(tuán)化、區(qū)域化發(fā)展格局。在此過(guò)程中,傳統(tǒng)的企業(yè)組織結(jié)構(gòu)逐漸不適應(yīng)組織發(fā)展需要,暴露出了嚴(yán)重問(wèn)題,越來(lái)越受到企業(yè)管理者和理論研究者的重視。案例企業(yè)金地集團(tuán)(簡(jiǎn)稱GD集團(tuán)),是上述問(wèn)題的代表性企業(yè)。面對(duì)現(xiàn)存的組織結(jié)構(gòu)復(fù)雜程度高、末端組織經(jīng)營(yíng)能力薄弱、結(jié)構(gòu)調(diào)整不到位等突出問(wèn)題,GD集團(tuán)需要系統(tǒng)的進(jìn)行組織結(jié)構(gòu)變革,以達(dá)到改善管控流程、優(yōu)化組織職能、提高企業(yè)競(jìng)爭(zhēng)力的目的。本文以組織結(jié)構(gòu)變革的基本理論和研究進(jìn)展為基礎(chǔ),分析了組織結(jié)構(gòu)的基本類型及其發(fā)展趨勢(shì),明確了扁平化組織結(jié)構(gòu)變革的目的,梳理了GD集團(tuán)的企業(yè)發(fā)展史和現(xiàn)有的組織結(jié)構(gòu),結(jié)合企業(yè)既有的組織戰(zhàn)略、業(yè)績(jī)表現(xiàn)和管控體系的現(xiàn)狀,找到了企業(yè)組織結(jié)構(gòu)的突出問(wèn)題,明確了進(jìn)行組織結(jié)構(gòu)變革的必要性和緊迫性。在此工作上,為GD集團(tuán)設(shè)計(jì)了組織結(jié)構(gòu)變革方案：逐一分析了GD集團(tuán)組織結(jié)構(gòu)變革的主要影響因素,包括外部環(huán)境影響、內(nèi)部戰(zhàn)略驅(qū)動(dòng)和運(yùn)營(yíng)流程伴隨。進(jìn)一步明確了GD集團(tuán)組織結(jié)構(gòu)變革的指導(dǎo)原則,即系統(tǒng)性原則、專業(yè)化原則以及穩(wěn)定性和適應(yīng)性相結(jié)合原則。明確了組織結(jié)構(gòu)變革的基本目標(biāo),包括合理分權(quán)、提高組織扁平化,科學(xué)管控、保證監(jiān)督有效性,明晰功能、確立集團(tuán)功能專業(yè)化。探索出了組織結(jié)構(gòu)變革實(shí)現(xiàn)方式,包括系統(tǒng)化的制度安排、競(jìng)爭(zhēng)性的資源配置以及基層組織的能力提升。為保障組織結(jié)構(gòu)變革順利進(jìn)行,又提出了高層領(lǐng)導(dǎo)的穩(wěn)定支持、各部門(mén)的積極配合和企業(yè)文化的深層融合3方面的保障措施。最后,總結(jié)了全文對(duì)組織結(jié)構(gòu)變革的研究?jī)?nèi)容和結(jié)論。
[Abstract]:With the rapid development of Chinese real estate industry, a large number of real estate enterprise scale rapid growth, and started in the layout, many city National multi point multi form operation, form a pattern of development, the regional organization of the group. In the process, the traditional enterprise organizational structure is not suitable for the needs of organizational development, and has exposed serious problems. The case enterprise, Jindi group (GD group), is the representative enterprise of the above problems. Facing the outstanding problems such as high complexity of organization structure, weak operation ability of end organization and inadequate structural adjustment, GD group needs to carry out systematic structural transformation so as to improve management and control process, optimize organization function and improve enterprise competitiveness. This paper is based on the basic theory and Research on organizational structure reform, analyzes the basic types and development trend of organization structure, the flat organizational structure reform, combing the GD group enterprise development history and the existing organizational structure, combined with the present situation of enterprises not only have the organizational strategy, performance and control system and find the problems of enterprise organizational structure, clarifies the necessity and urgency of organizational structure reform. In this work, we designed the organizational structure transformation plan for GD group: one by one, we analyzed the main influencing factors of GD group's organizational structure transformation, including external environmental impact, internal strategic drive and operation process. It further clarifies the guiding principles of the organizational structure change of GD group, namely, the principle of systematization, the principle of specialization and the principle of combining stability and adaptability. The basic objectives of organizational structure change are defined, including reasonable decentralization, improvement of organizational flattening, scientific control, effective supervision, clear functions, and establishment of group function specialization. We have explored the ways to realize organizational structure change, including systematic institutional arrangements, competitive resource allocation and the upgrading of the capacity of grass-roots organizations. In order to guarantee the smooth transformation of the organizational structure, 3 safeguards are put forward: the stable support of top leaders, the active coordination of departments and the deep integration of corporate culture. Finally, the paper summarizes the content and conclusion of the full text on organizational structure change.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F299.233.4

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