组织变革的系统思考与定点突破(Systematic thinking and fixed point breakthrough of organizational change).docVIP

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组织变革的系统思考与定点突破(Systematic thinking and fixed point breakthrough of organizational change).doc

组织变革的系统思考与定点突破(Systematic thinking and fixed point breakthrough of organizational change)

组织变革的系统思考与定点突破(Systematic thinking and fixed point breakthrough of organizational change) Case 1: ineffective organizational change Status: A company is a foreign capital acquisition of state-owned enterprises in the mainland after the establishment of the joint venture company, foreign investment in the holding position for many years, the board of directors is not in accordance with the norms of corporate governance structure to management, management and supervision of the company in 2001, major shareholders became fully involved in the management of the company, the audit found a series of major issues, including a large number of misappropriation of assets and other criminal acts, the enterprise management is Its loopholes appeared one after another. The board is determined to carry out a series of powerful organizational changes and hopes to improve the companys status quo. Approach: first, pay close attention to the supervision and control of procurement; second, pay close attention to the investigation of economic crime cases, the large number of executives have brought to justice; three, a comprehensive clean-up of historical issues before the acquisition, especially the retired veteran comrades cadres and laid-off problems; four, a variety of comprehensive management and the company cut the related auxiliary the business contacts; five, the implementation of competition for employment, mass organizations and personnel changes; six, ready to start the remuneration and appraisal reform immediately. The main work time is concentrated in half a year to complete, the entire time span of about one year and a half years. Effect: inside and outside the company jittery, historical and realistic problems, dominant and recessive conflicts, corporate social conflicts, perplexing multi-level contradictions intertwined in a sudden, eventually led to the malignant event scale, such as strikes, demonstrations, marches and protests intensified the conflict, the board of di

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