- 學位論文
愛康集團管理機制變革的探索
The Exploration of Management Mechanism Reform in iKang Healthcare Group
摘要
眼下全世界正處於VUCA(充滿易變性、不確定性、複雜性、模糊性)時代、數位化時代、全球化時代與後疫情時代共同交織的局面下。面對如此複雜多變的外部環境，對於企業而言是挑戰更是機遇。在面對機遇的時候，如何把握時機完成轉型，實現企業的第二曲線，非常關鍵。 本篇論文從一家成立距今16年的企業在完成上市和私有化兩個階段發展以後，面臨著企業變革期的市場機遇點與變革痛點，著力分析了在變革期對於企業的價值觀與文化塑造，組織啟動與組織變革，戰略目標與組織機制的關聯，互聯網背景下資訊化建設與組織效能的關聯等等問題。在組織啟動與變革和戰略目標與組織機制關聯的角度，洞悉戰略目標同時利用基本法的工具將戰略目標與組織機制相結合，逐層進行戰略目標的分解，在分解過程中明確優勢增長性業務單元、戰略引領性業務單元和創新型業務單元，通過職位設定、目標設定和績效設定，輔以根據組織不同層級骨幹制定的長效激勵原則＋短期業績獎勵原則並行的方式，啟動組織。基本法的構建也是企業文化解構，戰略解構，組織系統圍繞戰略解構重新梳理的過程，這一過程對於進入到成熟期的企業尋求二次轉型來說，非常具有實戰意義。
並列摘要
The world is now in the Vuca (full of variability, uncertainty, complexity, ambiguity) era, the digital era, the era of globalization and the post-epidemic situation of the intertwined situation. Faced with such a complex multilateral external environment, for the enterprise is a challenge is an opportunity. In the face of opportunities, how to grasp the opportunity to complete the transformation, the realization of the second curve of the enterprise, is very critical. After the completion of the two stages of listing and privatization, an enterprise which has been established for 16 years now faces the market opportunity point and the painful point of change in the period of enterprise transformation, this paper focuses on the analysis of the value and culture shaping of the enterprise, organization activation and organization change, the relationship between strategic objectives and organization mechanism, the relationship between information construction and organization efficiency under the background of the Internet, etc. . From the perspective of organizational activation and change and the relationship between strategic objectives and organizational mechanisms, it is necessary to understand strategic objectives and to use the tools of the basic law to combine strategic objectives and organizational mechanisms and to decompose strategic objectives layer by layer, in the process of decomposition, the advantages of growth business units, strategic leadership business units and innovative business units are identified, through position setting, goal setting and performance setting, secondly, activate the organization by the parallel way of long-term incentive principle + short-term performance reward principle which is made according to the backbone of different levels. The construction of the Basic Law is also the process of corporate culture deconstruction, strategy deconstruction and organization system re-sorting around strategy deconstruction, which is of great practical significance for the enterprises to seek the second transformation when they enter the mature period.