基于BPR思想的企业组织重构研究  

Research on Enterprise Organization Reconstruction Based on BPR

作　　者：廖吉林[1] 刘建一 

机构地区：[1]南京林业大学经济管理学院,江苏南京210037 [2]中国建筑材料工业规划研究院,北京100035

出　　处：《技术经济与管理研究》2010年第2期98-101,共4页Journal of Technical Economics & Management

摘　　要：首先总结性地描述了基于亚当·斯密劳动分工理论构建起来的企业传统组织结构基本特征,并以此为起点,进一步结合典型案例分析了传统企业组织结构与当前市场经济环境对企业组织新要求不相适应所造成的业务流程分块割裂、信息沟通的滞后失真、业绩评价机制失效等一系列突出问题。在此基础之上,提出必须基于企业业务流程重构(BPR)思想,重新构建与之相适应的新型企业组织结构。在这一思想指导下,首先对企业各既有组织完全打破解构,然后进行梳理,并重新分类归纳出基于顾客需求为终端的各条完整业务流程,然后针对每条具体的业务流程,从该业务流程执行小组的组建、流程小组内部结构设计两方面展开,最后还进行了作为新型组织运作保障的业绩评价体系设计,至此构建出完整的企业组织重构路径。At first, from Adam Smith＇s theory of the division of labor, this article has described basic characteristics of the traditional organizational structure. And then combined with some enterprise cases, the authors has analyzed a series of contradictions, such as the process fragmentation and the Information communication distortion, which come from the maladjustment between the traditional organizational structure and the new requirement from the current economic environment. Then on the base of BPR, the paper proposed a brand-new corporate organizational structure. Firstly, enterprises＂ existing organization muse be deconstructed, and then be straightened out and re-grouped together in a terminal based on the customer demand. Hereafter, for each specific business processes, two pieces of job must be performed construct the implementation group of business process and the group＇s within structural design. At last, the design of internal structure and performance evaluation mechanism has also been achieved.

关 键 词：BPR 组织重构 流程执行小组 业绩评价 

分 类 号：F279.21[经济管理—企业管理]