Y公司发展战略选择及实现机制研究

发布时间：2018-11-08 18:49

【摘要】：Y集团公司是一家集房地产开发、国际贸易、国际物流、食品加工业务为一体、总资产规模达30亿的民营公司。2008年金融危机爆发以来，随着国内外市场的变化调整，Y集团发展客观面临“走什么路”、“如何走”两大决策选择。鉴于此，，究竟选择什么样的发展道路以及采取何种保障措施才能促使企业更好更快地发展便成为Y集团公司现阶段面临的重要决策问题。本文研究内容分为六部分：第一部分是绪论，介绍了选题背景、研究目的及意义；第二部分是相关理论基础，包括战略管理理论、人力资源管理理论、以及目标管理理论等；第三部分是Y集团公司发展现状及内外部环境分析；第四部分是国内外同类企业发展典型案例研究；第五部分是Y集团公司发展战略选择及微观机制构建；第六部分是研究结论与展望。实证考察结果表明，现阶段Y集团发展面临的问题主要表现在组织架构及运营体系、人力资源管理、绩效考核体系、企业文化建设等方面。国内外同类企业成功转型个案分析结果表明，以贸易起家的多元化企业要随时结合国内外发展形势，制定相应的发展战略和实施机制，及时调整产业结构，努力建立起企业内部各产业间的纵横联系网，实现在原有领域和新兴产业中的创新发展。新的历史时期，Y集团应选择“多元化+国际化+信息化+社会化”的发展战略，并从公司组织运行、人才培养、绩效考核、文化重塑、风险规避、监督保障等方面构建相应的实施机制，以此确保公司新型发展战略的有效执行。
[Abstract]:Y Group is a private company that integrates real estate development, international trade, international logistics and food processing business, with a total asset scale of 3 billion. Since the outbreak of the financial crisis in 2008, with the changes in the domestic and foreign markets, The development of Y Group is faced with the choice of "what way" and "how". In view of this, what kind of development path to choose and what kind of safeguard measures can be taken to promote the better and faster development of the enterprise will become an important decision problem facing Y Group at the present stage. The research content of this paper is divided into six parts: the first part is the introduction, which introduces the background, purpose and significance of the research, the second part is the related theoretical basis, including strategic management theory, human resources management theory, and goal management theory, etc. The third part is the development of Y Group Company and the internal and external environment analysis; the fourth part is the domestic and foreign similar enterprise development typical case study; the fifth part is the Y group company development strategy choice and the microscopic mechanism construction; The sixth part is the conclusion and prospect of the research. The empirical results show that the problems facing the development of Y Group are mainly manifested in the organizational structure and operation system, human resource management, performance appraisal system, corporate culture construction and so on. The results of the case study on the successful transformation of similar enterprises at home and abroad show that diversified enterprises starting from trade should at any time formulate corresponding development strategies and implementation mechanisms to adjust the industrial structure in a timely manner in light of the development situation at home and abroad. Try to establish the vertical and horizontal connection network among the industries in the enterprise, and realize the innovation and development in the original field and the new industry. In the new historical period, Y Group should choose the development strategy of "the diversification internationalization information socialization", and from the company organization operation, the talent training, the performance appraisal, the cultural reconstruction, the risk aversion, In order to ensure the effective implementation of the new development strategy of the company, the corresponding implementation mechanism should be set up in the aspects of supervision and security.
【学位授予单位】：中国海洋大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272;F276.5

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