摘要
XX通信设计公司前身为电信公司下属技术支撑单位,2007年公司重组改制
成为中国通信服务集团公司旗下的一个子公司,由一个电信企业内部的技术支
撑单位转变为一个市场化的企业。企业改制后,企业内外环境和组织架构发生
了极大的变化,企业规模急剧增大。短短几年内,企业人员由不足百人扩展到
600余人,企业年营业收入由千万元达到上亿元,设计服务的范围及半径日益增
大,内部管理压力与日俱增。
本文以XX通信设计公司为研究对象,从公司的运营现状入手,通过对该企
业的实地调研相结合,深入分析企业转型对公司运营产生的影响,归纳总结该
公司在近几年髙速发展中存在的瓶颈和暴露的问题。并针对公司现行运行模式
存在的主要问题,结合事业部制的基本理论对该企业推行事业部制内在动因进
行深入研究,提出了该企业推行事业部制的可行性与必然性。本论文共分为五
大部分:第一部分为绪论;第二部为事业部制相关理论概述;,第三部分为XX
通信设计公司的组织架构分析;第四部分为事业部制方案设计;第五部分为事
业部制改革可能存在的问题及解决措施。
本文希望通过对XX通信设计公司事业部制改革的研究,达到提髙企业经营
管理水平,使企业长期、持续、稳定发展的目的,并为设计单位的事业部制的
改革提供一定的借鉴。
关键词:事业部制;通信设计单位;运行机制;
ABSTRACT
xx Communication Design Institute, formerly known as the technical support
units of the telecommunications company。In 2007 the company reorganized into a
subsidiary of the China Comservice, and from a telecommunications company
support unit transformed into a market-oriented enterprises。After the restructuring,
internal and external environment and organization structure had changed greatly,
Enterprise scale increases rapidly. Just a few years,the enterprise staff from less than
one hundred expanded to more than 600, and the annual output from ten million
Yuan to one hundred million Yuan, with the increasing range of design services,the
pressure of internal management is also increasing.
In this paper, XX Communication Design Institute is adopted as the research
object. Based on the operation status of the company, we study the impact of the
transformation of enterprises on the company's operations beginning by means of
integrating SWOT analysis with field survey. The bottleneck and problems appearing
in the rapid development in recent years of the company are also provided. Finally,
we put forward the feasibility and inevitability of the implement of divisional
organization based on the combing analysis of the problems and the basic theory of
the intrinsic motivation of the implementation of divisional organization.
This paper hopes through the study of XX communication design institute
divisional system reform, to improve the enterprise management level and make the
enterprise have a long-term, sustained and stable development and provide a
reference for reform of the design of divisional organization.
Key Words: divisional organizationt; Communication Design Institute; Operating
mechanism