【作者】 罗爱芳；

【导师】 马卫；

【作者基本信息】 南昌大学 ， 企业管理， 2006， 硕士

【摘要】 顾客需求日趋个性化，商品生命周期越来越短，企业必须快速地向顾客提供较竞争对更好、更有个性的产品或服务；信息科学技术的不断涌现所造成的变数越来越多，这对业适应市场变化的能力提出了更高的要求。业务流程再造思想的提出，为组织的绩效来显著的改善已经得到了理论界和工商界的认同。 学者们认为，实施业务流程再造，需要组织在人、技术、组织结构和企业文化等几个面进行重构，而组织结构的重构显得至关重要。专家们发现适当的组织结构转变可以有地保证业务流程再造达到应有的效果。业务流程再造和组织结构转变二者之间存在着紧的联系。对组织结构理论的研究表明，管理层次的逐渐减少和管理幅度的增大己经成为代组织发展的趋势之一。这一趋势有效地减少了管理失控现象的产生和重要信息在传递的缺失，同时有助于组织了解客户的需求，及时对市场信号做出反应。 本文根据业务流程再造理论和组织结构理论的发展趋势，提出在实施业务流程再造的时，使组织结构向流程型的结构转变，即组织在实施业务流程再造时，应该围绕组织的心流程，建立跨职能的工作小组，并以跨职能工作小组作为组织的基层单位，适当减少织结构的层级，按照流程的原则设计新的组织结构。 流程型的组织结构具有传统的直线型和职能型结构所不能比拟的优点：组织结构围绕心流程，而不是部门职能建立；传统部门之间的边界被消除了，流程负责人对每一个核流程负责；垂直层级的扁平化，如财务和人力资源部门中的高级经理和职员的数量越来少；组成组织的基本工作单位是团队，而不是个人。在流程型的水平组织当中，工作和作的管理更多的是由团队而不是个人完成的。团队是围绕核心流程建立的，而不是仅仅限于部门的范围内。团队比个人的表现更好，因为面对任何问题的挑战，他们都拥有足的技能和经验；客户在企业发展过程中的地位得到前所未有的重视。水平型组织的工作程必须以满足顾客的需求为基础，员工们将与客户和供应商频繁地直接接触，非常强调客满意度，而且必须从流程的角度考虑从顾客开始。 总之，流程型组织是一种扁平化的组织结构，打破职能部门之间的隔阂，促成信息流物流等在水平方向和垂直方向的顺畅流动，可以为企业在日益激烈的市场竞争中提供一良好的发展模式。更多还原

【Abstract】 With the individuation of customers’ demand and shorter lifecycle of products, enterprises have to supply rapidly more individual products or services than their competitors do. The circumstances change rapidly with the development of information technology. So enterprises have to update their abilities for adapting changes from market. The theory of Business Process Reengineering(BPR) brings remarkable performance of organization, which has been identifiedby theory and business cycles.Academicians consider that putting the theory of BPR into practice demands to reengineer in individual, technology , organization structure , which is the most important, and its culture. Specialists find that the appropriate conversion of organization structure can ensure the effect of BPR. There is compact relation between BPR and conversion of organization structure.The theory of organization structure indicates that decrease of administrative levels and the increase of administrative cope has become a trend of modern organization. This trend reduces the lose control of administration and lose of important information. At the same time, it is useful for the organization to understand the need of customers and respond quickly to the market.This dissertation advances to make a horizontal transition for organization structure when implementing BPR. It means to identify the core processes of the organization, decrease the administrative levels, and design a horizontal organization structure.Process-Oriented Organization has many virtues better than traditional Beeline- Oriented and Function-Oriented structure: the structure is designed according core processes, not section function. The boundary between traditional sections is removed, and the processes principal takes charge of the every core process; The structure becomes flatter than ever, such as less managers and staffer in financial and human resource department, the basic unit of organization is not individuals, but teams in the Process-Oriented Organization, management is finished more by teams, not individuals. Teams is also established according core processes, and their can cope challenges from market with more skills and experience; Process-Oriented Organization has to satisfy its customers, and its staffer must attach more importance to customers .In a word, Process-Oriented Organization is a flat structure, which breaks estrangement between sections and promotes information flow smoothly to provide a favorable development更多还原