:通过实地观察、统计分析、访谈等形式，对公司原有的组织架构、人员 岗位设计、岗位职责、绩效考核进行详细的梳理和研究后发现，公司原有的组织 结构和绩效考核体系不适应公司近年来急速发展，存在职责不明晰、制度不健全、 人员流动性大、员工核心价值观淡薄、考核分配和公平竞争机制缺乏等问题。 本文运用组织结构设计和绩效考核等相关理论，根据 XX 医药贸易公司近年急 速发展的实际情况，首先确定岗位职责及绩效考核再设计的目标是根据公司总体 战略目标要求，重新确定公司的管理模式，完善公司组织架构，更加全面系统地 建立各部门、各岗位的规范操作流程，进一步将绩效考核指标量化；之后，重新 架构了公司组织体系；同时，对公司岗位职责和绩效考核体系进行了再设计；最 后，提出了新的组织架构、岗位职责和绩效考核体系实施前应明确的准备工作。 从而调动员工积极性，实现岗得其人、人尽其才，公司健康平稳发展的目的。 关键词：医药贸易公司 组织结构 岗位职责 绩效考核 再设计 III Improvement of the performance Evaluation Methods and the position Functions of XX Pharmaceutical Trading Company Major:Master Of Businesss Administration Graduate student: Zhao Yan Tutor: Wang Chong Abstract: XX pharmaceutical trade company predecessor is a self-employed businesses opened in 1996, mainly engaged in pharmaceutical wholesale and retail. Assets reorganization in 2000, the company successfully transformed transformation for large pharmaceutical wholesale, retail chain distribution enterprises. Restructuring the new company registered capital of 10.3 million yuan, the company nearly three years fast development, the current annual sales of more than 300 million yuan, more than 2000 manufacturers with the country to establish the relationship between the direct marketing, business scope of drug is complete, including chemical medicine preparations and their raw materials, antibiotics and other raw materials, biological products, biochemical drugs, Chinese patent medicine, Chinese herbal medicine, Chinese medicine yinpian, medical apparatus and instruments (Ⅰ Ⅱ Ⅲ class) tens of thousands of species, such as storage and transportation form scale, equipment, facilities, strict operating norms. Enterprise spirit unity, integrity, pragmatic, innovative, and they sell drugs, for the people. 1 all staff 167 people, the general manager, deputy general manager of 2 people, 6 people, the department manager department personnel 155 people, a pharmacy school of old technical secondary school diploma and related professional technical title personnel to more than 90% of the total number of employees. As new over RMB one hundred million yuan of annual sales of large pharmaceutical wholesale, retail chain distribution enterprises, the company in recent years, rapid development, the original organization structure, personnel for improved design, job responsibilities, performance appraisal, how to arouse the enthusiasm of staff, and make the person and person, supplement each other, the sustainable development of a healthy company, is the purpose of this study. In combination with the practical situation of the company, using the corresponding organization structure design, post responsibility and work performance IV appraisal means, through the field observation, statistical analysis, interviews and other forms, clarify XX pharmaceutical trading company in the organizational structure, responsibilities and problems of performance appraisal, according to the company overall business flow first organizational structure design, then post decomposition, the implementation of the responsibility, finally determine the performance appraisal indicators. Keywords: Pharmaceutical trading company，The structure of the organization， responsibility，Performance appraisal，redesign V 目次 摘要································································································································ I ABSTRACT··················································································································III 目次 1 绪论 ·····························································································································1 1.1 研究背景···············································································································1 1.2 研究的目的 ···········································································································2 2 相关理论概述·············································································································3 2.1 组织结构设计 ·······································································································3 2.1.1 组织结构设计的基本概念 ············································································3 2.1.2 组织结构设计的基本原则 ············································································3 2.1.3 组织结构设计模型 ························································································4 2.2 岗位职责···············································································································5 2.2.1 岗位职责的基本概念 ····················································································5 2.2.2 岗位职责的制定原则 ····················································································5 2.2.3 岗位职责的构建方法 ····················································································5 2.3 绩效考核···············································································································6 2.3.1 绩效考核的基本概念 ····················································································6 2.3.2 绩效考核的基本原则 ····················································································6 2.3.3 绩效考核的方法 ····························································································7 3 XX 医药贸易公司岗位职责及绩效考核现状及问题分析 ······································10 3.1 XX 医药贸易公司相关现状问题分析 ·····························································10 3.1.1 公司成立发展及现状简介 ··········································································10 3.1.2 公司组织机构及人员现有基本情况···························································10 3.2 XX 医药贸易公司岗位职责及绩效考核现状及问题分析······························ 11 3.2.1 医药贸易公司岗位职责及绩效考核现状···················································· 11 3.2.2 医药贸易公司岗位问题分析 ······································································ 11 4 XX 医药贸易公司岗位职责及绩效考核再设计······················································13 4.1 再设计的目标·····································································································13 4.2 公司组织体系的重新构建 ·················································································13 4.3 公司岗位职责再设计的思路 ·············································································14 4.3.1 岗位职责再设计的思路 ··············································································14 VI 4.3.2 具体的部门和岗位职责（见附录 1）·························································14 4.4 公司部门绩效考核思路······················································································15 4.4.1 建立公司部门和人员绩效考核体系的思路 ·············································15 4.4.2 具体的公司部门绩效考核表（见附录 2） ··············································19 5 新的岗位职责及绩效考核制度实施前应明确的准备工作 ·····································20 5.1 明确目的·············································································································20 5.2 实施原则·············································································································20 5.3 实施的执行机构 ·································································································20 5.4 实施的周期、时间 ·····························································································20 5.5 实施程序·············································································································21 5.6 信息反馈·············································································································21 5.7 考核结果及运用 ·································································································21