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MBA硕士范文_成都天箭科技公司组织结构优化设计(65页).rar

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更新时间:2018/10/17(发布于四川)

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文本描述
摘 要
成都天箭科技公司成立于 2005 年,是一家拥有独立法人资格的有限责任公司,
其主导产品大功率固态发射机为雷达和宽带通讯产品的核心部件,目前已成功配
套于多个重点型号项目。

经过几年的发展,公司人员已从成立之初的 11 人发展到现在的 100 多人,公
司业务增长迅速,从单一的项目研发到现在已成功地为中国空空导弹研究院、航
天二院等多家单位的三十多项重点型号项目提供技术配套,另外还承担了总装的
多项新品任务。到目前为止,公司已具备一定规模并且业务逐步走向正轨,正在
进入高速成长期。同时,随着两个型号项目的研制进入定型批产阶段,公司不仅
要提供技术配套,而且还要提供生产配套,公司的战略也将从以研发为主转变为
研发生产并重。

然而,公司的组织发展严重滞后于业务发展和规模扩大,组织结构仍然沿用
创业初期的结构,已完全不能适应公司战略发展的需要。只有建立起与公司发展
战略相适应、业务发展结构相匹配的组织结构,建立起相应的组织制度,才能真
正保证公司的健康发展。因此,如何适应公司战略的调整,如何保障公司战略的
实施,构建起与企业战略相匹配的组织,是本文要完成的任务。

本文首先梳理了组织的概念及要素,定义了本文对组织的理解;同时,对企业
战略与组织的关系,企业发展阶段与组织的关系,流程型组织等相关理论进行了
简要地综述,奠定了文章的理论基础;其次,介绍了公司成立背景、公司组成以
及公司现状,从行业特点、市场环境、技术特点和企业发展阶段等内外环境的因
素分析了公司战略转型的背景,并提出了公司战略发展的思路,为组织设计指明
了方向;其后,分析了公司现行组织结构的特点,根据组织诊断的思路,从职能
结构、层次结构、部门结构、职权结构四个方面找出了公司在组织结构和组织运
行两个方面存在的问题;最后,基于前面分析的结果,提出了基于战略发展要求
和基于核心运营流程的组织设计思路,在组织设计一般原则和针对性原则的指导
下,构建了新的组织结构并对新组织结构的优缺点加以评述。此外,还介绍了各
主要部门的设置思路及其主要职责的描述。

关键词:天箭科技公司,战略定位,组织诊断,优化组织结构

ABSTRACT
Chengdu Tianjian Technology Co. Ltd. was established in 2005. It is a Limited
liability company with an independent legal entity. The leading products- solid state
transmitters are the core parts of Radar and broadband communication products, and are
used by many important projects.
After years of development, the company’s staffs reaches more than 100 from 11 at
the very beginning, and the businesses grow up quickly from sole project research to
providing technical sets to more than 30 important projects of many units such as
ROEC. Moreover, the company has taken on many new products’ R&D from Ministry
of National Defence. Till now, the company has a considerable scale and gets into the
right track, and is undergoing high speed development. At the same time, as two model
projects’ research get into commercialization, the company provides not only technical
sets, but also production sets, and the company’s strategy is changing from majoring in
R&D into majoring both R&D and production.
While the organizational structure follows the same one as the company was
established and cannot fit the company’s strategy, the organizational structure does not
match the businesses development and scale enlargement. The company can grow up
quickly only when the organizational structure matches the company strategy and the
business development. Hence, how to establish suitable organizational structure
according to the company strategy and to ensure the enforcement of the strategy are the
main tasks of this thesis.
Firstly, this thesis presented the basic concept and factors of organization and the
understanding of organization in this thesis, outlined the relationship between company
strategy and structure, the relationship between company development stage and
structure, and some theories about Process-Oriented Organization. Secondly, this
paper introduced the constitutes, background, and the current situation of the company,
analyzed the company’s strategic transition background based on
industrial characteristics, market environment, technical features and company
development stages, put forward some strategic development ideas and guided the
direction of the company organization construction. Thirdly, this thesis analyzed
the characteristics of the company’s current organizational structure; found the
problems existed in the aspects of organizational structure and organization
operation based on functional structure, hierarchy structure, department structure
and authority structure according to organization diagnosis. Finally, this thesis put
forward some organizational structure construction ideas based on strategic
development and core operation process, made up a new organizational structure guided
by the basic principles and specific principles of organizational design, and commented
on the pros and cons of the new structure. Besides, the setting ways of some major
departments and the major duties and responsibilities were introduced in this thesis.
Keywords: Tianjian Technology Co. Ltd., strategic orientation, organizational diagnosis,
optimize organizational structure