SW集团公司组织结构优化的研究

发布时间：2018-04-20 07:29

本文选题：集团公司 + 组织结构　；参考：《电子科技大学》2014年硕士论文

【摘要】：作为国民经济中重要组成部分的国有企业,目前主要以集团性公司的形态存在,但近年来不断出现的各种管理问题,将其管理体制上的弊端暴露无遗。本文以某省属国有全资集团下属的二级集团-SW集团的组织结构为研究对象,在查阅了大量与组织结构设计相关的理论及案例资料的基础上,深入分析了SW集团组织结构中存在的问题和原因,针对性的提出了综合的优化方案,期望在解决SW集团存在问题的同时,也对其他类似国有集团性企业的结构优化发挥借鉴作用。本论文在结合组织结构相关理论,对SW集团现状进行剖析的基础上,对影响其组织结构优化的要素进行了详细的分析,确定了优化的相关原则,然后,针对问题逐一提出以下既符合当前宏观政策要求,又具有操作性的优化方案及对策,具体包含:首先,提出应对SW集团进行混合所有制改造,引入外部投资者、试行管理层持股,打破股权单一的致命缺陷,建立多元化的股权结构,为下一步组织结构的优化奠定良好的股权基础。其次,提出对SW集团包含董事会、监事会和经营管理层在内的法人治理结构的优化建议,通过对董事会引入外部董事参与公司的管理和监督,在董事会下设立投资委员会和预算委员会加强对公司投资和运营的管控,引入职工监事强化监督职能,赋予总经理组建经营管理层实权等优化措施完善法人治理结构。然后,提出对SW集团本部的部门设置和人员配置进行优化,通过拆分安全生产技术部为安全生产部和经营管理部、增设审计监察部、完善综合部和财务部的部门配置等部门优化建议,引入市场化、多渠道的选人用人机制,建立以专业管理、相互制约、责任明确和奖罚分明为特征的部门管理架构;同时,辅之以业务管理信息化建设的加快推进,以上措施将为SW集团对所属公司进行严格、紧密的运营管控提供机构、人员和技术保障。最后,提出对所属子公司的部门设置进行优化,通过统一部门设置、规范部门职责,形成分工明确、与SW集团本部管理部门一一对应的部门管理体制。
[Abstract]:As an important part of the national economy, the state-owned enterprises mainly exist in the form of group companies at present, but in recent years, the various management problems have exposed the disadvantages of their management system. This paper takes the organization structure of the secondary group -SW group which belongs to the state-owned wholly owned group of a province as the research object, on the basis of consulting a large number of theories and cases related to the design of the organization structure. This paper deeply analyzes the problems and causes in the organizational structure of SW Group, and puts forward a comprehensive optimization scheme, which is expected to solve the existing problems of SW Group at the same time. Also for other similar to the structure of state-owned conglomerate enterprises to play a reference role. On the basis of analyzing the current situation of SW Group, this paper analyzes the factors affecting the optimization of its organizational structure in detail, and determines the relevant principles of optimization. Aiming at the problems, the following optimization schemes and countermeasures are put forward, which are not only in line with the current macro policy requirements, but also operable, including: firstly, it is proposed that SWG should carry out mixed ownership reform and introduce external investors. To try out the management shareholding, break the fatal defect of the single ownership, establish the diversified ownership structure, and lay a good equity foundation for the further optimization of the organizational structure. Secondly, the paper puts forward some suggestions on how to optimize the corporate governance structure of SW Group, including the board of directors, the board of supervisors and the management and management, by introducing external directors to the board of directors to participate in the management and supervision of the company. The investment committee and budget committee should be set up under the board of directors to strengthen the control over the investment and operation of the company, to introduce the staff supervisor to strengthen the supervision function, to give the general manager the real power to set up the management level, and to perfect the corporate governance structure. Then, it is proposed to optimize the department setup and staffing of SW Group headquarters. By splitting the Safety production and Management Department into the Safety production Department and the Operation Management Department, we will add the Audit Supervision Department. To improve the departmental allocation of the integrated and financial departments, to introduce market-oriented and multi-channel mechanisms for selecting and employing personnel, to establish a departmental management structure characterized by professional management, mutual restriction, clear responsibilities and clear rewards and penalties; at the same time, Supported by the rapid development of business management information, the above measures will provide institutional, personnel and technical support for SWG's strict and tight operation and control of its company. Finally, the author puts forward to optimize the department setting of subsidiary company, through unifying the department setting, standardizing the responsibility of the department, forming a department management system with clear division of labor and corresponding to the management department of SW group.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F271;F284

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