论国有企业组织机构设置

目录

内容提要： (Ⅰ)

Abstract： (Ⅱ)

一、导言 (1)

二、组织机构的地位和作用 (1)

三、国有企业组织机构的设计原则 (1)

（一）以目标为中心的原则 (1)

（二）精简、统一、高效的原则 (2)

（三）责、权相一致的原则 (2)

（四）管理幅度和管理层次适当原则 (2)

四、国有企业组织机构的类型 (2)

（一）线性组织 (2)

（二）职能制 (3)

（三）直线职能制 (4)

（四）事业部制 (5)

五、国有企业组织机构的变革 (5)

（一）组织结构调整必然性 (6)

（二）国有企业组织变革的途径和程序 (6)

（三）我国国有企业组织机构的变革方向 (7)

总结 (7)

参考文献 (8)

致谢 (9)

论国有企业组织机构设置

内容提要

优秀的国有企业会逐渐衰退的原因是什么？有学者认为，优秀的公司的退步不仅仅是因为他们在处理事态变化时的能力有限，却是对于国有企业在面对问题处理中是否可以使用合适的方法，达到最好的效果。国有企业在处理问题时总是犹豫不决，通常来讲，由于“组织惯性”而导致的误差是十分普遍的。在国有企业的具体实践中，由于组织惯性的存在，导致一个优秀的国有企业会受到巨大的干扰和破坏。因此，国有企业如果想减少组织惯性的问题，就需要提高国有企业的创新能力，增强国有企业的人才培养。任何一家国有企业想要在激烈的市场中存有一席之地，这就要求其具有整体的观点去看待问题，提高国有企业自身的创新能力，以便适应多变的市场行业。

一般来讲，大部分优秀的公司，通常都会把成功的原因归因于国有企业的组织机构设置，也就是国有企业的独特的管理模式。所以，国有企业在处理问题时，其管理部门都十分自信，并且基本都不会对这种经营模式而产生怀疑。因为这种经营模式长期没有发生变化，导致国有企业的优势逐渐走向下坡路，最终成为这种所谓的组织惯性。这种被组织惯性所影响的国有企业，通常在管理中都会有下面的特点存在：

（1）战术框架存在局限性。一般来说，一个优秀公司的的经营框架决定了国有企业的发展方向和前景展望。可是，国有企业的经营模式在提高经营者处理问题的同时也存在一些负面的效果，产生一些不必要的麻烦，导致管理者的思维和目光停留在问题的表面。（2）工作流程比较简单。优秀的公司在明确了合适的政策方针以后，国有企业的工作人员总能在具体问题中找到处理问题的办法，然后慢慢的使用简单的工作流程来熟练的解决各种问题。因为每个员工的习惯所致，所以在具体实践过程中，国有企业的管理者和工作人员通常不会去考虑这种办法的成效如何。可是一旦公司放任组织惯这样发展，那么就会导致问题的出现。

（3）关系网结构混乱。任何一家公司国有企业的壮大都与消费者、员工等等利益人群有关。可是外界的环境出现变化时，公司的管理部门往往都会发现关系网的结构混乱导致产品开发和产品新市场发展混乱。最终公司国有企业早先为之骄傲的关系网却成为了其发展的阻碍。

关键词：国有企业；组织机构；设置

Abstract

What causes good businesses to decline? Some scholars believe that the reason why excellent companies fail is not only that they have limited ability to deal with the changes of the situation, but also that whether enterprises can use appropriate methods in dealing with problems to achieve the best results. Enterprises are always hesitant in dealing with problems. Generally speaking, the error caused by "organizational inertia" is very common. In the specific practice of an enterprise, due to the existence of organizational inertia, an excellent enterprise will be greatly disturbed and damaged. Therefore, if an enterprise wants to reduce the problem of organizational inertia, it needs to improve its innovation ability and enhance its talent cultivation. Any enterprise wants to have a place in the fierce market, which requires it to have a holistic view of problems and improve its own innovation ability to adapt to the changing market industry.Generally speaking, most good companies usually attribute their success to the organization structure of the enterprise, that is, the unique management mode of the enterprise. Therefore, when dealing with problems, the management departments of the enterprise are very confident, and almost do not have doubts on this business model. Because this business model has not changed for a long time, the advantages of enterprises gradually decline, and eventually become this so-called organizational inertia. Such enterprises affected by organizational inertia usually have the following characteristics in management:

(1) there are limitations in the tactical framework. Generally speaking, the operating framework of a good company determines the development direction and prospects of the enterprise. However, the business model of an enterprise also has some negative effects while improving the operators' handling of problems, resulting in some unnecessary troubles, causing the managers' thinking and vision to stay on the surface of problems.

(2) the workflow is relatively simple. After the excellent company has made clear the appropriate policy, the staff of the enterprise can always find the way to deal with the specific problem, and then slowly use the simple workflow to skillfully solve various problems. Because of the habit of each employee, managers and staff of the enterprise usually do not consider the effect of this method in the specific practice. But once companies let their organizations do this, it can lead to problems.

(3) chaotic network structure. The growth of any company is related to consumers, employees and other stakeholders. However, when the external environment changes, management departments often find that the network structure is disordered, which leads to product development and the development of new product markets. Eventually the network that the firm prides itself on has become an obstacle.

Key words：State-owned enterprises; Organizational structure; Set up the