规模化过程中钢铁企业的组织结构设计

首先,分析了我国钢铁行业发展的特点,认为产品结构不够完善、行业集中度较低以及企业规模偏小是我国钢铁企业面临的主要问题,而规模是造成上述现状的根本原因;国际钢铁业己进入由大企业集团主宰的国际市场化阶段,我国钢铁企业需要扩大规模,增加在国际竞争中的话语权。其次,围绕企业的规模运作,运用经济学模型对小规模企业生产、紧密合作型企业生产以及产业链的大规模企业生产模式进行了分析,从理论视角论证了企业扩大规模的动机以及规模优势产生的机理和所需条件。大型组织结构优势产生的机理在于,通过生产及运营要素的优化整合实现合理分工协作,从而降低运营成本,提高企业的竞争力。此外,对钢铁企业采用的组织结构特点和运营模式进行了探讨,一元式的组织结构能够发挥职能分工所带来的效率,然而高度的集权特征不适用于超大规模企业的管理决策。控股公司和事业部结构体现了规模化后组织结构由集权向分权转化的趋势,但在运行中面临的效率障碍在于无法消除部门机会主义,分权后权威统筹机构的缺位以及传统的规模企业应当分权的逻辑需要企业重新思考。在上述分析基础上提出,钢铁企业在实现形式上的规模化后,需要考虑技术任务特征、信息处理以及权力的分化整合的平衡,构造合理的控制机制以保证规模优势的实现。

Structure Designing Chinese Large Iron and Steel Enterprises for Scale Enfficiency

The paper analyzed the environment and running features of iron and steel industry in China. Problems found in industry include imperfect variety of production, low degree of concentration and small scale of production where the small scale is the root cause. The view of global trend identified that iron and steel industry are going into the scope where large enterprise controlling. So, it＇s critical for Chinese enterprise to enlarge their production scale to get competence so as to participate the international competition. Furthermore, economic model has been built to analyze the production of small scale enterprise, closely interrelated enterprises and large scale enterprise. Theory analysis describe the forming of scale advantage as that high competence and low running cost of iron and steel enterprise can be obtained through perfect resource allocation along the industry stream which can optimize the degree of work specialization and coordination among the partners in large scale enterprise. Additionally, investigation on organizational structure of iron and steel enterprises indicated that superiority of functional organization structure lies in the high efficiency that resulted from work specialization. While, it can＇t work well in large organization because of the high degree of centralization. Divisional structure is the decentralization organization which is the trend of structure for the large scale enterprise. But efficiency obstacles in practice is that the opportunistic behavior of subunits in enterprise is inevitable because the absence of a pewerful department in higher level. So, the traditional proposition of large scale should be companied with high degree of decentralization must be reconsidered seriously. Based on former analysis, some restructure elements that should be thought seriously when iron and steel enterprises enlarge their scale have been proposed which include the characteristics of task, way of information management and balance between the centralization and decentralization