文档介绍：华中科技大学
硕士学位论文
基于流程管理的SJ企业组织变革研究
姓名:彭会然
申请学位级别:硕士
专业:工商管理
指导教师:徐贤浩
20060424
摘要
传统意义上的组织结构单一而封闭,使企业在竞争中面临诸多问题。本文通过对
组织设计和变革理论的综述、分析,参阅现有文献,阐述了流程再造思想和流程管理
思想的区别,把流程管理的思想引入到流程再造中,强调持续改进,而不是一步到位
的流程再造,总结提出了流程型组织结构的基本构架。在此基础上,阐明了职能型组
织与流程型组织的区别与联系。以此理论为基础对 SJ 石油机械制造企业进行了实证
研究。
SJ 企业是一个有着六十多年历史的国有企业,一直采用的是直线职能制的组织结
构,面对供不应求的市场机遇,其业务流程已明显不适应企业生产组织和企业发展的
需要。为此,从服务市场的角度,对该企业的现状进行了调研,通过价值链分析,从
市场营销竞争力、产品竞争力、财务竞争力、供应链竞争力四个方面进行分析,归纳
总结了八个关键流程的主要问题。以优化后的流程为基础,把企业组织机构(部门)
分三个层次,体现了以顾客为中心的流程化的企业部门间的服务层次关系,解决此石
油机械制造企业的组织结构问题,不仅满足了该企业 ERP(Enterprise Resource
Planning)系统运行的要求,还为其下一步的改革、改制打下了基础。最后,该文认
为现代企业的组织应该是一种以流程为中心、面向顾客服务,组织结构更加柔性化、
扁平化、信息化的流程化组织。

关键词:流程管理持续改进流程化组织石油机械
I
Abstract
In traditional anization, it is a single and close structure, which make the
enterprise face too many problems petition atmosphere. By reference, this article
anization designing and change theory, and state the difference between BPR
(Business Process Reengineering) and BPM (Business Process Management). Bring BPM
idea to BPR program,which emphasize durative and uninterrupted systematization
betterment, giving up “histrionic” view in BPR, summarizing process-anization
structure frame. Moreover, this paper narrate the difference and relation between the
function-anization and the process-anization, try to establish a new type
organization, in which process is in the main position, and function is only a service supply.
This anization both take the process into a leading factor in anization
change and admit the function is a service and supplement factor in modern enterprise
organization structure. By reference,sum up system methods in process-anization
change . At last, the author of this paper take a stated petroleum machinery enterprise as a
example to advocate that a anization should be based on the Business Process
Management, take the flow as its center, face to the consumer. and its structure would
e more flexible, more fl