iii 摘要 在深化国有企业供给侧结构性改革政策要求下，回归主业、做大做强主业是 适应和引领经济发展新常态，也是我国经济转型升级的突破口和着力点，作为中 央企业的BF公司，也承担着这一重要使命。BF公司所在的ZC建材集团做为国 内最大的建材集团，为适应行业发展趋势的快速变化，对集团进行了整体战略布 局，要求BF公司在做强主业的同时搭建ZC建材集团全产业链产品的互联网平台， 加快集团在建材行业下游进行市场渠道的延展。 BF公司面对着传统市场竞争的加剧，盈利空间越来越少的压力下，通过引入 互联网模式是企业发展和转型的必经之路，但是企业从生产型企业到建筑工程型 企业，再到互联网型企业的三个转身，战略战术布局的探索、企业经营管理的梳 理和再造、组织职能的改进，以及企业文化再适应是BF面临的十分现实的几大难 题，同时，外部市场内部竞争、外部介入者、新的产品和新技术的不断研发突破， 行业竞争越发趋向白热化。借助集团公司整体战略布局优势，在全产业链产品技 术、质量、价格领先的优势下，如何借助互联网的模式突出重围，是BF公司可持 续化发展的前提。 虽然BF公司在产品、技术、价格上的先天优势，以及央企走出去的政策支持， 因此营业收入和利润能保持行业相对高位的水平，但BF企业一直处于粗放型管理 的阶段，重点将精力放在海外市场布局，但随着海外市场趋于饱和，回头看国内 竞争加剧，企业营业收入艰难增长的同时利润总额也在逐年下滑，企业内部运营 管理矛盾加大，导致成本骤增、经营风险加剧，核心人员离职逐年增加。笔者通 过员工问卷调查、管理人员访谈、工作分析以及资料查询等方式，了解到BF公司 目前存在的管理问题，并发现BF公司在向互联网转身前，组织运行与经营运行要 求存在很多失衡和不到位的地方，导致成本过高、利润下滑，内部矛盾明显。面 对着企业的再次互联网化的转型战略要求，以着重调整组织职能为目标，适当优 化组织职能，这也印证了当“组织职能适应企业发展战略时，可以促进企业战略的 实现，反之，组织职能将会阻碍企业战略实施”的理论。 本文对BF企业的从企业战略发展和实际运营两个目标角度，对组织职能进行 了改进，重新梳理了组织运营的总体价值流程，以及核心组织体系流程，进行了 部门整合，明确了部门的定位、部门内岗位设置及岗位说明书。提出了与之配套 的措施建议。希望本篇论文不仅给BF企业提供了组织职能改进的方案，也为其他 情况相似的建筑企业带来一定的借鉴参考意义。 关键词：企业战略；组织职能；组织结构 北京交通大学硕士专业学位论文 ABSTRACT iv ABSTRACT Under the requirements of deepening the supply-side structural reform policies of state-owned enterprises, returning to the main business and making the main business bigger and stronger is to adapt to and lead the new normal of economic development. It is also the breakthrough point and focus of China's economic transformation and upgrading. As a BF company of central enterprises, It also undertakes this important mission. ZC Building Materials Group, where BF Company is located, is the largest building material group in China. In order to adapt to the rapid changes in industry development trends, the Group has carried out an overall strategic layout, requiring BF Company to build ZC Building Materials Group's entire industry chain products while strengthening its main business. Internet platform to accelerate the Group's market channel expansion downstream in the building materials industry. Facing the intensification of competition in the traditional market and the pressure of less and less profit space, BF company is the only way for the development and transformation of the enterprise by introducing the Internet model, but the enterprise goes from a production enterprise to a construction engineering enterprise, and then to The three turnarounds of Internet-based enterprises, the exploration of strategic and tactical layout, the sorting and reengineering of business management, the improvement of organizational structure, and the re-adaptation of corporate culture are some of the most realistic challenges facing BF. At the same time, internal market competition, With the continuous R&D breakthroughs of external actors, new products and new technologies, industry competition has become increasingly fierce. With the advantage of the overall strategic layout of the group company, and with the advantages of product technology, quality and price leadership in the entire industry chain, how to use the Internet model to highlight the surroundings is the premise of BF's sustainable development. Due to BF's inherent advantages in products, technology, and prices, and the policy support for central enterprises to go out, operating income and profits can maintain a relatively high level in the industry, but BF companies have been in 北京交通大学硕士专业学位论文 ABSTRACT v the stage of extensive management, focusing on focusing on Layout in overseas markets, but as the overseas market has become saturated, looking back at the intensified domestic competition, the company's operating income is difficult to grow, while the total profit is also declining year by year, the internal operation and management of the company has increased contradictions, resulting in a sudden increase in costs and increased operating risks The turnover of core staff has increased year by year. The author understands the current management problems of BF company through employee questionnaire survey, management interviews, work analysis and data query, and finds that BF company has many unbalanced and inadequate requirements in organization and operation before turning to the Internet Where the cost is too high, profits are declining, and internal conflicts are obvious. Faced with the strategic requirements of the enterprise's re-internetization transformation, with the focus on adjusting the organizational function as the goal, and appropriately optimizing the organizational function, this should also prove that when the "organization function adapts to the development strategy of the enterprise, it can promote the realization of the enterprise strategy, and vice versa , The organizational function will hinder the implementation of the enterprise strategy" theory. This article has improved the organizational functions of BF companies from the perspective of corporate strategic development and actual operation, reorganized the overall value process of organizational operations, and the core organizational system process, carried out department integration, and clarified the positioning of the department 1. Position setting and position manual in the department. Proposed measures to support it. It is hoped that this paper not only provides BF companies with a plan to improve their organizational functions, but also brings a certain reference for other construction companies with similar situations. KEBFWORDS：corporate strategy; organizational function; organizational structure 北京交通大学硕士专业学位论文 目录 1 目录 摘要 ................ III ABSTRACT ......... IV 目录 ................... 1 1 绪论 ............. 4 1.1 选题背景与研究意义 ............... 4 1.1.1 选题背景 .......................... 4 1.1.2 研究意义 .......................... 4 1.2 研究内容与研究框架 ............... 5 1.2.1 研究内容 .......................... 5 1.2.2 研究框架 .......................... 6 1.3 研究方法 .... 7 1.3.1 文献查阅法 ...................... 7 1.3.2 归纳分析法 ...................... 7 1.3.3 工作分析法 ...................... 7 2 理论基础与文献综述 ................. 8 2.1 理论基础 .... 8 2.1.1 相关概念 .......................... 8 2.1.1.1 企业战略管理的含义 ... 8 2.1.1.2 组织结构的含义 ........... 9 2.1.2 组织理论 .......................... 9 2.1.2.1 单因素静态关系型 ....... 9 2.1.2.2 多因素静态关系型 ..... 10 2.1.2.3 内外因结合的动态关系型 ........................ 11 2.2 国内外文献评论 ................ 12 2.2.1 企业战略的文献综述 .... 12 2.2.2 组织的文献综述 ............ 13 2.2.3 战略和组织关系的文献综述 ....................... 13 2.2.4 相关研究的局限与不足 14 3 BF公司组织职能管理现状分析 .............................. 15 北京交通大学硕士专业学位论文 目录 2 3.1 BF公司基本情况 ................... 15 3.1.1 公司简介 ........................ 15 3.1.2 公司战略目标 ................ 15 3.1.2 组织现状 ........................ 17 3.2 组织职能改进的原因 ............. 18 3.2.1 近三年经营效率逐年降低 ..........................