-I-
摘要
中国经济的快速发展推动企业需要更多具有专长的技能型人才。职业教育侧重于实
践技能和实际工作能力的培养，与社会联系紧密，被列为我国政府的重点扶持领域。由
于政策红利和领导者的独到眼光，H公司率先进入职业教育数码产品行业。近年来，职
业教育行业愈加激烈的市场竞争让H公司面临着产品转型的挑战，也面临着调整优化组
织结构以适应公司转型发展的需要
本文以H公司为研究对象，通过文献研究法、案例分析法、访谈及问卷调查法对H
公司的组织结构进行了研究。通过研究发现，H公司目前的组织结构存在着如下问题：
组织结构调整过于频繁、业务流程和岗位职责不清晰、部门之间协作不力等。探究问题
的产生原因主要有以下三点：现有组织结构缺乏战略导向；阿米巴模式的优势发挥不佳；
缺乏科学的责权利体系。针对H公司组织结构现状存在的问题及原因，在确定了组织结
构优化四大原则的基础上，结合影响组织结构设计的因素，对H公司的组织结构进行了
优化设计。优化设计后的H公司组织结构具有如下特点：1） 设立决策委员会，强化高
管团队的战略决策与协同功能；2） 弱化阿米巴经营模式实行规范化管理，成立三大中
心；3） 形成了专业化导向的产品研发体系；4） 将平板产品销售的关键环节划归公司
级；5） 设置市场部，完善营销体系；6） 构建区域销售团队模式，实现资源的动态配
置与共享。同时提出五大保障措施，确保新的组织结构能够顺利运行，从而提高公司的
竞争力
关键词：组织结构；组织变革；优化设计；案例研究
-II-
A Case Study of the Organizational Structureof HCompany
Abstract
The rapid development of China’s economy has driven companies to require more
skilled personnel. Vocational education focuses on the cultivation of practical skills and
practical work ability. It is closely related to the society and is listed as a key support area for
the government of our country. Due to the policy dividend and the leader's unique vision, H
company took the lead in entering the digital education industry of vocational education. In
recent years, the increasingly fierce market competition in the vocational education industry
has caused H Company to face the challenge of product transformation, and also faces the
need to adjust and optimize the organizational structure to adapt to the company's
transformation and development.
This article takes H company as the research object, and studies the organizational
structure of H company through literature research method, case analysis method, interview
and questionnaire survey method. Through research, it has been found that the current
organizational structure of H company has the following problems: too frequent
organizational structure adjustment, unclear business process and job responsibilities, and
ineffective collaboration among departments. The causes of the inquiry question mainly
include the following three points: The current organizational structure lacks a strategic
orientation; the advantages of the amoeba model do not perform well; and there is a lack of a
scientific responsibility system. In view of the existing problems and causes of the
organizational structure of H company, based on the determination of the four principles of
organizational structure optimization, combined with the factors affecting the organizational
structure design, the organizational structure of H company was optimized. The organizational
structure of H after optimized design has the following characteristics: 1) Set up a
decision-making committee to strengthen the strategic decision-making and synergy functions
of the senior management team; 2) Weaken the amoeba management model to implement
standardized management and set up three major centers; 3) Formed Professional-oriented
product research and development system; 4) Put the key links of the flat product sales into
the company level; 5) Set up the marketing department and improve the marketing system; 6)
Build regional sales team model to realize the dynamic allocation and sharing of resources. At
the same time, five safeguard measures are proposed to ensure the smooth operation of the
new organizational structure and thus improve the company's competitiveness.
Key words: organizational structure; organizational change; optimal design; case study
-III-
目录
摘要 ........... I
Abstract .......... II
1绪论1
1.1 研究背景和意义 ......... 1
1.1.1研究背景 ....... 1
1.1.2研究意义 ....... 1
1.2研究方法与思路 ........ 2
1.2.1研究方法 ....... 2
1.2.2研究思路 ....... 3
2H公司管理问题 .. 5
2.1H公司介绍 . 5
2.2H公司组织结构现状 ..... 5
2.3管理事件 .. 7
2.3.1刘助理的艰难 ... 7
2.3.2研发总监吴佳的创业梦想 ..... 8
2.3.3营销总监张天的挑战 ......... 9
3相关理论依据 ... 11
3.1组织结构 . 11
3.1.1组织结构的内涵与价值 ...... 11
3.1.2组织结构的类型及特点 ...... 11
3.2阿米巴经营模式 ....... 14
3.3组织结构设计 ......... 15
3.3.1组织结构设计的内容 ........ 15
3.3.2组织结构设计的原则 ........ 16
3.3.3组织结构设计的影响因素 .... 18
3.4组织变革 . 18
4现状调查及案例分析 ......... 21
4.1H公司组织结构现状调查与分析 ...... 21
4.1.1访谈及分析 .... 21
4.1.2问卷调查及分析22
4.2H公司组织结构现存的问题 .......... 25
4.2.1组织结构调整过于频繁 ...... 26
4.2.2业务流程和岗位职责不清晰 .. 26
-IV-
4.2.3部门之间协作不力 .......... 26
4.3H公司组织结构现存问题的原因分析 .. 27
4.3.1现有组织结构缺乏战略导向 .. 27
4.3.2阿米巴模式的优势发挥不佳 .. 27
4.3.3缺乏科学的责权利体系 ...... 28
5H公司组织结构优化设计 ..... 30
5.1组织结构优化设计原则 . 30
5.2H公司组织结构优化设计方案 ........ 31
5.2.1组织结构优化设计的思路及内容 .......... 31
5.2.2组织结构优化设计方案的特点33
5.3优化前后的组织结构对比分析 ....... 34
6H公司优化组织结构的实施保障 ........... 38
6.1 加大组织结构变革的宣传推广力度 .... 38
6.2梳理业务流程强化管理基础 ......... 38
6.3以客户为导向科学开展营销规划 ..... 39
6.4构建薪酬与培训体系激励员工 ....... 40
6.5加强团队建设 ......... 41
结论 .......... 43
参 考 文 献 ....... 44
附 录AH公司组织结构现状调查问卷 ........ 45
致谢 .......... 48
大连理工大学学位论文版权使用授权书 ........ 49。