本文選題：組織變革　切入點(diǎn)：內(nèi)部溝通　出處：《華南理工大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：制造業(yè)的興起是中國經(jīng)濟(jì)發(fā)展的重要組成部分。近年來,隨著世界經(jīng)濟(jì)形勢起起落落，加之政府一直提議的制造業(yè)轉(zhuǎn)型升級(jí)的理念，制造業(yè)面臨著越來越多的挑戰(zhàn)，經(jīng)歷著越來越多的變革。 中國現(xiàn)代社會(huì)一直推崇“與時(shí)俱進(jìn)”。組織的變革也恰恰都在這類理念的推動(dòng)下發(fā)生。然而，任何變革都蘊(yùn)含著各種不確定性和不可預(yù)測的風(fēng)險(xiǎn)，越來越多的管理者意識(shí)到溝通在變革中發(fā)揮的重要作用，有效的溝通能夠消除變革阻力，推動(dòng)變革的進(jìn)行。 本文所關(guān)注的正是這樣的一個(gè)案例。受2008年金融危機(jī)的影響，SD有限公司在2009年開始進(jìn)行合資，成立了SD電氣有限公司。合資后，原有的組織架構(gòu)和管理方式發(fā)生改變。在全體員工進(jìn)行勞動(dòng)合同轉(zhuǎn)換時(shí)，由于管理層沒有把握住變革時(shí)期內(nèi)部溝通的要點(diǎn)，原定的溝通方案沒有起到應(yīng)有的作用，從而導(dǎo)致了停工事件。 本文從新入職的SD電氣有限公司總經(jīng)理秘書小Y的視角出發(fā)，見證整個(gè)停工事件發(fā)生、發(fā)展，以及管理者如何應(yīng)對(duì)并解決問題的過程。通過對(duì)案例發(fā)生時(shí)期SD電氣有限公司內(nèi)部各種公文、報(bào)紙、論壇、郵件、以及和相關(guān)員工的訪談的相關(guān)內(nèi)容的調(diào)查研究，以組織行為學(xué)課里組織變革和管理溝通等理論為指導(dǎo)，分析SD電氣有限公司停工事件發(fā)生的原因和理論依據(jù)。研究得出SD電氣有限公司的停工事件發(fā)生的原因：首先，在變革發(fā)生時(shí)，忽視了變革發(fā)生的背景，未能及時(shí)發(fā)現(xiàn)原溝通體系不能滿足組織變革階段的內(nèi)部溝通需求這一問題。其次，管理層沒有充分認(rèn)識(shí)到內(nèi)部溝通的作用。一方面對(duì)內(nèi)部溝通沒有予以重視，沒有制定有效的溝通措施；另外一方面，在溝通態(tài)度上表現(xiàn)的比較冷漠，從而導(dǎo)致了停工。而后，管理層意識(shí)到了內(nèi)部溝通的重要性，改變溝通態(tài)度，充分利用現(xiàn)有溝通渠道，有針對(duì)性地制定溝通政策，完善溝通機(jī)制，從而得以解決問題。并從中得到啟示，，在組織發(fā)生變革時(shí)期，要了解該階段組織對(duì)變革的要求，解決問題。要重視內(nèi)部溝通的作用，善用溝通工具，重視溝通反饋，積極完善溝通制度。同時(shí)，論文也為MBA教學(xué)在組織行為學(xué)和管理溝通等學(xué)科增加一個(gè)案例。
[Abstract]:The rise of manufacturing industry is an important part of China's economic development. In recent years, with the rise and fall of the world economic situation and the concept of transformation and upgrading of manufacturing industry, the manufacturing industry is facing more and more challenges. Are experiencing more and more changes. Modern Chinese society has always advocated "keeping pace with the times". Organizational change is also driven by this kind of concept. However, any change has all kinds of uncertainties and unpredictable risks. More and more managers realize that communication plays an important role in change. Effective communication can eliminate change resistance and promote change. This article is concerned with such a case. Due to the financial crisis in 2008, SD Co., Ltd. started a joint venture in 2009 and established SD Electric Co., Ltd. After the joint venture, The original organizational structure and management mode have changed. When all the employees were engaged in the labor contract conversion, the original communication plan did not play its due role because the management did not grasp the main points of internal communication during the period of change. This led to a stoppage. From the perspective of Xiao Y, Secretary of General Manager of the newly appointed SD Electric Co., Ltd., this article witnessed the whole shutdown incident taking place and developing. And the process of how managers deal with and solve problems. Through the investigation and study of various documents, newspapers, forums, emails, and interviews with related employees within SD Electric Co., Ltd. During the time of the case, Guided by the theories of organizational change and management communication in organizational behavior class, this paper analyzes the reasons and theoretical basis of the shutdown of SD Electric Co., Ltd. When the change occurred, the background of the change was ignored, and the original communication system could not meet the internal communication needs of the organizational change stage in time. Secondly, The management did not fully realize the role of internal communication. On the one hand, they did not attach importance to internal communication and did not formulate effective communication measures; on the other hand, they showed indifference in their communication attitude, which led to the suspension of work. Management has realized the importance of internal communication, changed its communication attitude, made full use of existing communication channels, made targeted communication policies and improved communication mechanisms, thereby solving problems. During the period of organizational change, we should understand the requirements of the organization for change and solve problems. We should pay attention to the role of internal communication, make good use of communication tools, attach importance to communication and feedback, and actively improve the communication system. The paper also adds a case for MBA teaching in subjects such as organizational behavior and management communication.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.9;F426.6

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