【正文】 中鐵電氣化局集團(tuán)第三工程有限公司 機(jī)關(guān)組織機(jī)構(gòu)整合研究 專 業(yè)： 工商管理 層 次： 專 生 本 摘 要 II 在經(jīng)濟(jì)和制造業(yè)日益全球化的今天 ,國際化的大公司都非常重視其品牌戰(zhàn)略的制定 ,并通過對品牌戰(zhàn)略的實(shí)施 ,來引導(dǎo)整個企業(yè)的經(jīng)營活動。施耐德電氣實(shí)行多品牌戰(zhàn)略 ,注重品牌資產(chǎn)的綜合經(jīng)營 ,實(shí)施可持續(xù)發(fā)展戰(zhàn)略 ,最終成就了強(qiáng)勢品牌。 cwSlJHSldTTEYzVDhnSXR5SDAvYjZGbmtDWWJCVGpkOW0rc2JoMTAyOHBlQm55UnF4ZXZXdy90STVvPQ_F_zxlj202035195_P_244_245_D_pdfdown ABSTRACTS Based on the analysis of history and present situation of the Third Company, markets and its petitive features in the same trade at home and abroad and the pany’s target market, applied the theory and method of modern management sciences and economics and as well as the existing research results, absorbed the practical experience in optimizing and reanizing anization structure from the ten large and medium foreign and domestic panies, bined with the pany’s real conditions and practical experience, according to the III pany’s strategy objectives of development and the target and principle of integrating anization structure, abided by the principles of system innovation, management innovation and technology innovation, and also principles of streamlining , efficiency and unity。 this paper puts forward an integrating scheme which adopts functional structure in the pany’s offices and matrix structure as anization mechanism in the project management . It also brings forward some suggestions on setting up the functional posts and fixing the number of staff and its corresponding mechanism construction as well. Through such integrating, the pany bees an economic entity based on market orientation and suitable to market changes and employer’s requirements with high flexibility and quick reaction ability.。 an entity with a scientific structure of improvement and administration, with perfect mechanism motivated and bound by liabilities, rights and profits and performance evaluation system and with effective economic counting and internal control。 a modern construction productive enterprise which focuses on markets, supported by systematic construction anization and ordination and management, and guaranteed by highly efficient and perfect mechanism and anization. Finally, the pany will realize its strategy objective of changing towards an efficiency type anization with intensive management technology. 目 錄 1 前言 .................................................................................................................. 1 2 研究背景 .......................................................................................................... 2 問題的提出 ............................................................................................... 2 研究意義 ................................................................................................... 2 適應(yīng)市場經(jīng)濟(jì)環(huán)境 ............................................................................ 2 迎接競爭與挑戰(zhàn) ................................................................................ 3 應(yīng)對加入 WTO 的形勢 ........................................................................ 3 研究的方法與思路 ................................................................................... 5 研究方法 ............................................................................................ 5 研究思路 ............................................................................................ 5 3 公司現(xiàn)狀與環(huán)境分析 ...................................................................................... 6 公司歷史及現(xiàn)狀 ....................................................................................... 6 公司發(fā)展歷史簡介 ............................................................................ 6 公司現(xiàn)狀 ............................................................................................ 6 機(jī)構(gòu)整合的外部因素分析 ..................................................................... 21 國外同行競爭特點(diǎn)分析 .................................................................. 21 國內(nèi)市場現(xiàn)狀分析 .......................................................................... 22 三公司目標(biāo)市場分析 ............................................................................. 24 三公司發(fā)展需要解決的問題 ................................................................. 25 4 三公司組織機(jī)構(gòu)整合的戰(zhàn)略與目標(biāo) ............................................................ 27 整合的戰(zhàn)略與定位 ................................................................................. 27 整合的目標(biāo) ............................................................................................. 27 整合的原則 ............................................................................................. 28 5 三公司機(jī)關(guān)組織整合方案研究 .................................................................... 34 公司組織整合模式 ................................................................................. 34 整合后各部門主要職責(zé)及崗位設(shè)置 ..................................................... 36 公司機(jī)關(guān)管理職能部門 .................................................................. 36 直屬機(jī)構(gòu)、服務(wù)事業(yè)中心 .............................................................. 46 分公司 /控股公司 ............................................................................ 48 項目經(jīng)理部與機(jī)關(guān)部門及公司下屬單位的關(guān)系 .......................... 49 II 公司原組織機(jī)構(gòu)職能調(diào)整 ..................................................................... 50 參考定員編制方案 ................................................................................. 51 職能與定編對照分析 ............................................................................. 55 6 三公司機(jī)制建設(shè) ............................................................................................ 60 提高組織整合的效率與效益 ................................................................. 60 建立面向市場的公司管理、業(yè)務(wù)運(yùn)作流程 ......................................... 61 發(fā)揮機(jī)制的紐帶作 用 ............................................................................. 64 建設(shè)企業(yè)文化，提升群體凝聚力 .....