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本论文结合作者工作实践,文中的珠江公司于 1962 年建立,经过多年发展,
已成为粤港以货代营销网络、码头网络、运输网络和信息网络为支撑的大型现代
物流企业。可是随着客观环境的变化和企业进一步壮大发展,珠江公司作为物流
专业化的运行平台,在组织结构方面主要显现出例如组织结构定位不清、内部结
构矛盾、组织资源缺乏整合等问题,影响企业战略目标的顺利实现和长远发展
本文从组织架构及组织架构变革理论出发,集中对珠江公司组织架构优化展
开研究,并结合珠江公司组织架构的现存问题,通过对珠江公司组织结构的影响
因素进行比较分析,提出珠江公司组织架构的最优选择,并据此提供了具体的实
施方案和步骤。本文贴近大型物流集团的具体实践,对本企业和国内同行企业都
有一定的借鉴意义
关键字:组织架构优化,组织结构变革,事业部制iii
TABLEOF CONTENTS
ABSTRACT ------- i
摘要ii
TABLE OF CONTENTS ---iii
目 录 -v
LIST OF TABLES ---------- vii
表 目 录 --------viii
LIST OF FIGRUES ---------ix
图 目 录 -----------x
Chapter I Introduction-------1
1.1 Background -1
1.2 Significance and Content of the Research Problem--------3
1.3 Research Method and Logic framework -------6
Chapter II Literature Review------------8
2.1 Theoretical Foundation and Development of Organization Structure 8
2.1.1 Basic Concept of Organization Structure ----8
2.1.2 Basic Types of Organizational Structure-----8
2.1.3 Theories and Development of Organizational Structure---------12
2.1.4 System Contingency Theory of Organizational Structure-------16
2.2 Theories of Organizational Structure Reform ------------17
2.2.1 Meaning and Sense of Organizational Structure reform---------17
2.2.2 Evolution and Influencing Factors of Enterprise Organizational Structure 18
2.3 Relations between Organizational Structure Reform and Enterprise.....21
2.4 Relevant Content of Organizational Change Performance Evaluation----------22
Chapter III Case Description ---------- 25
3.1 Brief Introduction to the Status Quo of Chukong Company---------25
3.2 Organization Structure and Operational State of Chukong Company-----------28
3.3 Specific Problems in the Organization Structure of Chukong Company--------32
3.3.1 Unclear Organization Structure Positioning ---------34
3.3.2 Internal Structural Contradiction ---------36
3.3.3 Organizational Resources Lack Proper Integration -37
Chapter IV Case Analysis - 40
4.1 Chukong Company’s Development Goal ----40
4.2 NecessityAnalysis ofAdjustment of Chukong Company Organization Structureiv
------41
4.3Analysis on Influencing Factors----------
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