G公司组织变革案例研究
发布时间：2019-05-10 06:01
【摘要】：08年金融危机席卷全球,对跨国企业造成很大影响,很多企业为了保存实力在危机中求生存采取了各种节流的方式来降低运营成本。从08年至13年,金融危机愈演愈烈,各大企业间的竞争也变得白热化。单纯的节流已经无法解决企业的压力。在这样的背景下,组织结构调整、业务集成、转型经营、流程再造等方式也普遍为企业所采用。 G公司作为跨国企业当中的重要一员也开始对自身进行一系列的组织变革来应对严峻经济形势的挑战,使业务和组织之间的关系更加协调,提高组织效能,更好的实现长远发展战略目标。本文以跨国企业G公司2012年组织变革案例为研究课题,通过对2012年G公司的能源集团业务拆分整合的案例为引线,描述了其组织变革中所经历的人才流失,团队摩擦等一些列阻力和问题,通过分析公司组织变革的动因,研究战略、文化、组织、人力资源和变革方式等变革要素及各要素与组织变革之间的关系,对G公司的变革提出意见和建议,以此作为组织变革中常见问题的解决方法。 论文共分四部分：首先介绍了G公司的业务背景和行业背景,其次描述了其2012年至今的组织变革情况和在此过程中遇到的问题,接下来分析G公司变革的动因和其中遇到的问题,吸纳和借鉴了组织和变革的原理和方法论,最后针对现状和未来发展需要对其组织变革提出建议和解决问题的办法。本文有针对性的建议和方法在当前的经济形势和行业发展需要对企业提出的挑战下,有着极强的现实参考意义。
[Abstract]:The financial crisis of 2008 swept all over the world and caused a great impact on multinational enterprises. In order to preserve their strength in order to survive in the crisis, many enterprises have adopted various ways to reduce their operating costs. From 2008 to 13, the financial crisis intensified, and competition among major enterprises became hotter. Simple cost-cutting has not been able to solve the pressure of the enterprise. In this context, organizational structure adjustment, business integration, transformation management, process reengineering and other ways are also widely used by enterprises. As an important member of multinational enterprises, G Company has also begun to carry out a series of organizational changes to meet the challenges of the severe economic situation, so as to make the relationship between business and organizations more coordinated and improve organizational efficiency. Better achieve long-term development strategic goals. This paper takes the case of organizational change of multinational company G in 2012 as the research topic, and describes the brain drain experienced by G company in the course of organizational change by taking the case of business split and integration of energy group of G company in 2012 as the leader. Some obstacles and problems, such as team friction, are analyzed, and the relationship between strategic, cultural, organizational, human resources and mode of change and the relationship between them is studied by analyzing the motivation of corporate organizational change. This paper puts forward some suggestions and suggestions on the change of G Company as a solution to the common problems in organizational change. The thesis is divided into four parts: firstly, it introduces the business background and industry background of G Company, secondly, it describes its organizational change from 2012 to now and the problems encountered in this process. Then it analyzes the motivation of G company change and the problems encountered in it, absorbs and draws lessons from the principle and methodology of organization and change, and finally puts forward some suggestions and solutions to its organizational change according to the present situation and future development needs. The suggestions and methods in this paper are of great practical reference significance under the challenge of the current economic situation and the development of the industry.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.9
本文编号：2473395
[Abstract]:The financial crisis of 2008 swept all over the world and caused a great impact on multinational enterprises. In order to preserve their strength in order to survive in the crisis, many enterprises have adopted various ways to reduce their operating costs. From 2008 to 13, the financial crisis intensified, and competition among major enterprises became hotter. Simple cost-cutting has not been able to solve the pressure of the enterprise. In this context, organizational structure adjustment, business integration, transformation management, process reengineering and other ways are also widely used by enterprises. As an important member of multinational enterprises, G Company has also begun to carry out a series of organizational changes to meet the challenges of the severe economic situation, so as to make the relationship between business and organizations more coordinated and improve organizational efficiency. Better achieve long-term development strategic goals. This paper takes the case of organizational change of multinational company G in 2012 as the research topic, and describes the brain drain experienced by G company in the course of organizational change by taking the case of business split and integration of energy group of G company in 2012 as the leader. Some obstacles and problems, such as team friction, are analyzed, and the relationship between strategic, cultural, organizational, human resources and mode of change and the relationship between them is studied by analyzing the motivation of corporate organizational change. This paper puts forward some suggestions and suggestions on the change of G Company as a solution to the common problems in organizational change. The thesis is divided into four parts: firstly, it introduces the business background and industry background of G Company, secondly, it describes its organizational change from 2012 to now and the problems encountered in this process. Then it analyzes the motivation of G company change and the problems encountered in it, absorbs and draws lessons from the principle and methodology of organization and change, and finally puts forward some suggestions and solutions to its organizational change according to the present situation and future development needs. The suggestions and methods in this paper are of great practical reference significance under the challenge of the current economic situation and the development of the industry.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.9
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