【正文】 e 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 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。北 京 理 工 大 學(xué) 畢 業(yè) 論 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 畢 業(yè) 生： 時(shí) 間： 摘 要本文在對三公司歷史和現(xiàn)狀、國內(nèi)外同行業(yè)市場和競爭特點(diǎn)以及三公司目標(biāo)市場分析的基礎(chǔ)上，運(yùn)用現(xiàn)代管理學(xué)、經(jīng)濟(jì)學(xué)理論、方法和已有的研究成果，吸收國內(nèi)外大中型公司組織結(jié)構(gòu)優(yōu)化重組的實(shí)踐經(jīng)驗(yàn)，結(jié)合三公司的實(shí)際情況和實(shí)踐經(jīng)驗(yàn)，按照三公司發(fā)展戰(zhàn)略目標(biāo)、組織機(jī)構(gòu)整合的目標(biāo)和原則，堅(jiān)持機(jī)制創(chuàng)新、管理創(chuàng)新、技術(shù)創(chuàng)新以及精簡、效能、統(tǒng)一的原則，提出了三公司機(jī)關(guān)采取職能制結(jié)構(gòu)、工程項(xiàng)目管理采取矩陣制結(jié)構(gòu)的組織機(jī)構(gòu)整合方案，提出了職能崗位的設(shè)置、人員定編方案以及相應(yīng)的機(jī)制建設(shè)建議。通過整合，使三公司成為基于市場導(dǎo)向、適應(yīng)國內(nèi)外市場變化和業(yè)主需求、具有高度柔性和反應(yīng)敏捷的經(jīng)濟(jì)實(shí)體；成為具備科學(xué)的公司治理結(jié)構(gòu)、完善的責(zé)權(quán)利激勵(lì)約束機(jī)制和績效考核評價(jià)體系、有效的經(jīng)濟(jì)核算與內(nèi)部控制的實(shí)體；成為以市場為龍頭，以系統(tǒng)有序的施工組織、協(xié)調(diào)與管理為支撐，以高效、完善的機(jī)制與組織為保障的現(xiàn)代化施工生產(chǎn)企業(yè)；最終實(shí)現(xiàn)向管理技術(shù)集約化的效益型組織轉(zhuǎn)變的戰(zhàn)略目標(biāo)。 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.。 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 ..................................................................................................................................12 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 .........................................................................................................53 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 ...........................................................................254 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 ...........................................................................................................285 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(xiàng)目經(jīng)理部與機(jī)關(guān)部門及公司下屬單位的關(guān)系 ..............................49 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 ........................................................................................556 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)