上海牡丹香精香料有限公司组织结构优化研究

发布时间：2018-04-09 18:04

本文选题：烟用香精香料　切入点：组织结构优化　出处：《兰州大学》2017年硕士论文

【摘要】：从上世纪40年代开始,香精和香料逐渐成为烟草产品的重要组成部分。2004年以来,中国烟草专卖局进一步向各地烟草企业提出了“以我为主、由我掌控的卷烟自主调香主体地位”的整体要求,鼓励各地烟草企业走上自主调香的道路。上海牡丹香精香料有限公司是一家专业研发、生产、供应、提供咨询服务的烟用香精香料企业,作为国内第一家实现自主调香的专业配套企业,公司常年来秉承精简、快速、灵活的管理模式,为上海烟草集团提供配套产品和技术两大方面的支撑,确保集团整体供应链的运作顺畅。然而随着近年来国家控烟政策和八项规定的深入推进,地方安全生产法令与要求的层层紧逼,行业各项产品和技术标准的日趋严格,公司现有的运营模式将受到前所未有的挑战,能否依然保持高效、管用,是公司管理者必须思考的问题。此外,公司内部将在未来几年中发生重大结构调整,研发团队将搬离本部与集团进一步靠拢,越来越多专业领域的高水平人才将得到引进,这些机遇或挑战使我们必须对现有的组织结构重新审视。因此,如何设计出一套适应未来趋势且行之有效的组织结构并巩固下来,从而为“规范”与“效率”这对日益加剧的冲突之间找到平衡点,并加速部分主营业务的转型,成为了我们的当务之急。本文以上海牡丹香精香料有限公司组织结构为研究对象,分析了该公司在未来五年即将面临的内、外部环境以及现有组织结构带来的人力资源、职能划分、综合管理等方面的问题,指出了对公司组织结构进行优化的必要性。首先,论文引入卢因的三阶段变革过程模型、卡斯特的组织变革模型,并以上述模型为基础,运用比较分析法、内外因素分析法、鱼刺图法,对公司自身管理维度和管理层级进行划分,选择合适的组织结构类型。然后,从总体框架设计、职能与机构设计、协作流程设计、沟通机制设计、绩效考核与激励设计等五方面出发,系统地探讨了新的组织结构模式对公司未来五年整体发展带来的影响。同时,就新模式的实施可能产生的冲击进行了分析,指出了现有组织结构并非一无是处,应当在现有基础上来设计和实施优化,以及如何使用卢因的三阶段变革过程模型和PDCA管理循环来实施和巩固组织结构的优化过程。基于公司现有各项业务及人员管理所提出的要求,结合未来五年的发展需要,本文设计了一套切实可行的组织结构优化方案,并为该方案制订了初期、中期、后期不同阶段的具体实施步骤。通过对该方案在上海牡丹香精香料有限公司的实施开展调查研究及部分实例分析,找出新的组织结构由于人员岗位变动、职能部门细分、矩阵制结构和项目制开展而导致的风险,通过思想建设、制度建设、人力资源建设、组织建设等四个方面来制订防范措施,并跟踪实施进展,有针对性地提出未来研究方向。
[Abstract]:Since the 1940s, flavor and spices have gradually become an important part of tobacco products. Since 2004, the China Tobacco Monopoly Bureau has further proposed to tobacco enterprises in various places that "we are the main body."By my control of the main body status of cigarette flavor, "the overall requirements, encourage local tobacco enterprises to take the road of independent flavoring."Shanghai Peony essence Perfume Co., Ltd. is a professional research and development, production, supply, and provide advisory services of tobacco flavor and spice enterprises, as the first domestic professional matching enterprises to achieve their own flavor, the company has been adhering to the streamlining, rapid,Flexible management mode provides the support of supporting products and technology for Shanghai Tobacco Group to ensure the smooth operation of the whole supply chain of Shanghai Tobacco Group.However, with the development of the national tobacco control policy and eight regulations in recent years, the local production safety regulations and requirements are pressing, and the products and technical standards of the industry are becoming more and more stringent.The company's existing business model will be unprecedented challenges, whether to remain efficient, effective, is the company managers must think about.In addition, major structural adjustments will take place within the company in the next few years, and the R & D team will move further away from the headquarters and closer to the Group, and more and more high-level professionals in professional fields will be brought in.These opportunities or challenges necessitate a re-examination of the existing organizational structure.Therefore, how to design and consolidate a set of organizational structures that are effective and responsive to future trends in order to strike a balance between "norms" and "efficiency", which are increasing conflicts, and accelerate the transformation of some of the main businesses,Has become our top priority.This paper takes the organizational structure of Shanghai Peony essence and Perfume Co., Ltd. as the research object, analyzes the internal and external environment that the company will face in the next five years, as well as the human resources and function division brought by the existing organizational structure.This paper points out the necessity of optimizing the organizational structure of the company.First of all, the paper introduces Luin's three-stage change process model, Castell's organizational change model, and based on the above model, using comparative analysis, internal and external factors analysis, fish-prickling map method,The management dimension and management level of the company are divided and the appropriate organizational structure type is selected.Then, from the overall framework design, function and organization design, collaboration process design, communication mechanism design, performance appraisal and incentive design, etc.This paper systematically discusses the influence of the new organizational structure on the overall development of the company in the next five years.At the same time, the impact of the implementation of the new model is analyzed, pointing out that the existing organizational structure is not without merit and should be designed and optimized on the basis of the existing model.And how to use Luin's three-stage change process model and PDCA management cycle to implement and consolidate the optimization process of organizational structure.Based on the requirements of the company's existing business and personnel management and the development needs in the next five years, this paper designs a set of feasible organizational structure optimization schemes, and formulates the initial and middle stages of the program.The specific implementation steps in different stages of the later period.Through the investigation and research on the implementation of the scheme in Shanghai Peony essence and Perfume Co., Ltd and some examples, we find out that the new organizational structure is subdivided into functional departments because of the change of personnel posts.The risk caused by the development of matrix system structure and project system, through the four aspects of ideological construction, system construction, human resource construction, organization construction, to formulate preventive measures, and track the progress of implementation, and put forward the direction of future research.
【学位授予单位】：兰州大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.7

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