【摘要】：08年金融危機(jī)席卷全球,對(duì)跨國(guó)企業(yè)造成很大影響,很多企業(yè)為了保存實(shí)力在危機(jī)中求生存采取了各種節(jié)流的方式來(lái)降低運(yùn)營(yíng)成本。從08年至13年,金融危機(jī)愈演愈烈,各大企業(yè)間的競(jìng)爭(zhēng)也變得白熱化。單純的節(jié)流已經(jīng)無(wú)法解決企業(yè)的壓力。在這樣的背景下,組織結(jié)構(gòu)調(diào)整、業(yè)務(wù)集成、轉(zhuǎn)型經(jīng)營(yíng)、流程再造等方式也普遍為企業(yè)所采用。 G公司作為跨國(guó)企業(yè)當(dāng)中的重要一員也開(kāi)始對(duì)自身進(jìn)行一系列的組織變革來(lái)應(yīng)對(duì)嚴(yán)峻經(jīng)濟(jì)形勢(shì)的挑戰(zhàn),使業(yè)務(wù)和組織之間的關(guān)系更加協(xié)調(diào),提高組織效能,更好的實(shí)現(xiàn)長(zhǎng)遠(yuǎn)發(fā)展戰(zhàn)略目標(biāo)。本文以跨國(guó)企業(yè)G公司2012年組織變革案例為研究課題,通過(guò)對(duì)2012年G公司的能源集團(tuán)業(yè)務(wù)拆分整合的案例為引線,描述了其組織變革中所經(jīng)歷的人才流失,團(tuán)隊(duì)摩擦等一些列阻力和問(wèn)題,通過(guò)分析公司組織變革的動(dòng)因,研究戰(zhàn)略、文化、組織、人力資源和變革方式等變革要素及各要素與組織變革之間的關(guān)系,對(duì)G公司的變革提出意見(jiàn)和建議,以此作為組織變革中常見(jiàn)問(wèn)題的解決方法。 論文共分四部分：首先介紹了G公司的業(yè)務(wù)背景和行業(yè)背景,其次描述了其2012年至今的組織變革情況和在此過(guò)程中遇到的問(wèn)題,接下來(lái)分析G公司變革的動(dòng)因和其中遇到的問(wèn)題,吸納和借鑒了組織和變革的原理和方法論,最后針對(duì)現(xiàn)狀和未來(lái)發(fā)展需要對(duì)其組織變革提出建議和解決問(wèn)題的辦法。本文有針對(duì)性的建議和方法在當(dāng)前的經(jīng)濟(jì)形勢(shì)和行業(yè)發(fā)展需要對(duì)企業(yè)提出的挑戰(zhàn)下,有著極強(qiáng)的現(xiàn)實(shí)參考意義。
[Abstract]:The financial crisis of 2008 swept all over the world and caused a great impact on multinational enterprises. In order to preserve their strength in order to survive in the crisis, many enterprises have adopted various ways to reduce their operating costs. From 2008 to 13, the financial crisis intensified, and competition among major enterprises became hotter. Simple cost-cutting has not been able to solve the pressure of the enterprise. In this context, organizational structure adjustment, business integration, transformation management, process reengineering and other ways are also widely used by enterprises. As an important member of multinational enterprises, G Company has also begun to carry out a series of organizational changes to meet the challenges of the severe economic situation, so as to make the relationship between business and organizations more coordinated and improve organizational efficiency. Better achieve long-term development strategic goals. This paper takes the case of organizational change of multinational company G in 2012 as the research topic, and describes the brain drain experienced by G company in the course of organizational change by taking the case of business split and integration of energy group of G company in 2012 as the leader. Some obstacles and problems, such as team friction, are analyzed, and the relationship between strategic, cultural, organizational, human resources and mode of change and the relationship between them is studied by analyzing the motivation of corporate organizational change. This paper puts forward some suggestions and suggestions on the change of G Company as a solution to the common problems in organizational change. The thesis is divided into four parts: firstly, it introduces the business background and industry background of G Company, secondly, it describes its organizational change from 2012 to now and the problems encountered in this process. Then it analyzes the motivation of G company change and the problems encountered in it, absorbs and draws lessons from the principle and methodology of organization and change, and finally puts forward some suggestions and solutions to its organizational change according to the present situation and future development needs. The suggestions and methods in this paper are of great practical reference significance under the challenge of the current economic situation and the development of the industry.
【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】：2013
【分類號(hào)】：F272.9

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