2004 年以来，中国烟草专卖局进一步向各地烟草企业提出了“以我为主、由我
掌控的卷烟自主调香主体地位”的整体要求，鼓励各地烟草企业走上自主调香的
道路。上海牡丹香精香料有限公司是一家专业研发、生产、供应、提供咨询服
务的烟用香精香料企业，作为国内第一家实现自主调香的专业配套企业，公司
常年来秉承精简、快速、灵活的管理模式，为上海烟草集团提供配套产品和技
术两大方面的支撑，确保集团整体供应链的运作顺畅。然而随着近年来国家控
烟政策和八项规定的深入推进，地方安全生产法令与要求的层层紧逼，行业各
项产品和技术标准的日趋严格，公司现有的运营模式将受到前所未有的挑战，
能否依然保持高效、管用，是公司管理者必须思考的问题。此外，公司内部将
在未来几年中发生重大结构调整，研发团队将搬离本部与集团进一步靠拢，越
来越多专业领域的高水平人才将得到引进，这些机遇或挑战使我们必须对现有
的组织结构重新审视。因此，如何设计出一套适应未来趋势且行之有效的组织
结构并巩固下来，从而为“规范”与“效率”这对日益加剧的冲突之间找到平衡点，
并加速部分主营业务的转型，成为了我们的当务之急

本文以上海牡丹香精香料有限公司组织结构为研究对象，分析了该公司在
未来五年即将面临的内、外部环境以及现有组织结构带来的人力资源、职能划
分、综合管理等方面的问题，指出了对公司组织结构进行优化的必要性。首先，
论文引入卢因的三阶段变革过程模型、卡斯特的组织变革模型，并以上述模型
为基础，运用比较分析法、内外因素分析法、鱼刺图法，对公司自身管理维度
和管理层级进行划分，选择合适的组织结构类型。然后，从总体框架设计、职
能与机构设计、协作流程设计、沟通机制设计、绩效考核与激励设计等五方面
出发，系统地探讨了新的组织结构模式对公司未来五年整体发展带来的影响

同时，就新模式的实施可能产生的冲击进行了分析，指出了现有组织结构并非
一无是处，应当在现有基础上来设计和实施优化，以及如何使用卢因的三阶段
变革过程模型和 PDCA 管理循环来实施和巩固组织结构的优化过程

基于公司现有各项业务及人员管理所提出的要求，结合未来五年的发展需
要，本文设计了一套切实可行的组织结构优化方案，并为该方案制订了初期、
中期、后期不同阶段的具体实施步骤。通过对该方案在上海牡丹香精香料有限
公司的实施开展调查研究及部分实例分析，找出新的组织结构由于人员岗位变
动、职能部门细分、矩阵制结构和项目制开展而导致的风险，通过思想建设、MBA 学位论文 作者：霍世超 上海牡丹香精香料有限公司组织结构优化研究
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制度建设、人力资源建设、组织建设等四个方面来制订防范措施，并跟踪实施
进展，有针对性地提出未来研究方向

关键词：烟用香精香料；组织结构优化；风险防范MBA 学位论文 作者：霍世超 上海牡丹香精香料有限公司组织结构优化研究
III
Abstract
From the beginning of the 40s of last century, flavors and spices gradually become an
important part of tobacco products. Since 2004, Chinese Tobacco Monopoly Bureau to further
around the tobacco enterprises put forward overall requirements of the principal, I am in control
of cigarette flavoring independent main body position, to encourage the country tobacco
enterprises to embark on the road of independent perfumery. Shanghai Peony Fragrances &
Flavors Co., Ltd. is a professional R&D, production, to provide advisory services to the tobacco
supply, flavor enterprises, as the first independent professional perfumery supporting enterprises,
the company perennial adhering to the streamlined, fast and flexible management mode, to
provide ancillary products and technical support for the two aspects of tobacco in Shanghai the
group, to ensure the smooth operation of the whole supply chain group. However, with the recent
national tobacco control policy and the provisions of the eight further promote the local
production safety regulations and requirements of the various companies, the industry product
and technical standards is becoming more and more strict, the company&39;s existing business model
will be hitherto unknown challenge, can still maintain a high efficiency, work, company
managers must consider the problem. In addition, the company will undergo major structural
adjustment in the next few years, the R&D team will move away from the group and closer,
more and more professional in the field of high level talents will be introduced, these
opportunities or challenges that we must re-examine the existing organizational structure.
Therefore, how to design a structure adapted to the future trend and effective and consolidate, so
as to standard and efficiency of the conflict between increasingly find the balance point, and
accelerate the main part of the business transformation, has become a pressing matter of the
moment.
This paper takes Shanghai peony flavor Co. organization structure as the research object,
analysis of the company in the next five years will face internal and external environment and the
existing organizational structure of human resources, function division, comprehensive
management and other issues, pointed out the necessity for optimizing the organizational
structure of the company. First of all, the process of organizational change model by Caster and
Lewin’s three stage change model are introduced in this paper, and based on above models, using
comparative analysis, the internal and external factors analysis, fishbone diagram, division of the
company&39;s own management dimensions and level of management, select the appropriate
organizational structure. Then, starting from the overall framework design, function and structure
design, collaborative process design, communication design, performance evaluation and
incentive mechanism design in five aspects, systematically discusses the influence of
organizational structure will bring new to the whole development of the company in the coming
five years. At the same time, the implementation of the new mode of the impact are analyzed,
pointed out the existing organizational structure is not based on the existing Nothing is right.,
should be up to the design and implementation of optimization, and how to use the Lewin’s
process three stage change model and PDCA management cycle to implement and consolidate
the optimization process of organizational structure.MBA 学位论文 作者：霍世超 上海牡丹香精香料有限公司组织结构优化研究
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The company&39;s existing business and personnel management requirements based on,
combined with the development needs of the next five years, to design a set of feasible
organization structure optimization scheme, and the scheme to formulate specific implementation
steps of the early, middle and late stages. Through the analysis of the scheme to carry out the
investigation and study and some examples in the implementation of the Shanghai peony flavor
Co., to find out the risk of a new organizational structure due to personnel changes, functional
segmentation, matrix structure and project system to carry out the four aspects of the ideological
construction, system construction, human resources construction, organization construction etc.
to formulate preventive measures, and tracking the implementation progress, puts forward the
future research direction.
Key words: Flavor and Fragrance of Tobacco; Organization Structure Optimization;
Risk-Prevention.MBA 学位论文 作者：霍世超 上海牡丹香精香料有限公司组织结构优化研究
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目录
一、绪论....1
（一）研究背景与问题....1
（二）研究内容与思路....2
（三）研究方法与工具....3
（四）论文技术路线........7
二、相关理论综述 ...........9
（一）企业组织结构类型9
（二）企业组织结构理论..........13
三、牡丹公司现状与问题分析.16
（一）公司概况..16
（二）公司内外部环境因素......17
（三）公司组织结构存在的问题与原因..........20
四、牡丹公司组织结构优化方案.......
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