On The Contingency Process Of Organizational Structure And Organizational Communication——A Case Study Of Rights Issue Of A-Shares Through Public Offerings By GED

This paper is a case study of organizational behavior which discusses how organizational structure and organizational communication vary with changes of the situation. It is divided into two parts, the first being the description of the case and the second the case analysis. The first part described in chronological order deals with the six events which took place during the whole process of the issue of A-shares by GED. They are: (1) how the idea came about, (2) how the feasibility study was worked out, (3) how the units were re-organization, (4) how the outer organizations were made better co-rordinated., (5) how preparations were made to meet any contingency, and (6) how the issue of A-shares was earned out. Analysis is based on statistics data, which come from two sources: data collected through published materials and data collected through review surveys conducted after the events. The second part is divided into three sections, namely the theoretical framework, the body and the conclusions. The theoretical framework gives a brief description of the methodology employed in the analysis. In the body, the paper first describes how the increased issuance of A-shares was conducted. The whole process of A-shares issuance is divided into four stages: setting of targets, planning, promotion and issuance. Then it gives a detailed analysis of each stage from different perspectives, positive and normative, quantitative and qualitative. In the third section, the paper concludes by giving theoretical summary of the analysis. The study in this paper reaches the following conclusions: (1) In seeking optimization, organizational structure and communication among organizations vary with the changes of the situation and corresponding organizational and administrative measures should vary too. (2) Contingencies are themselves a process, which appears still more prominent when specific tasks are completed. The author believes that these conclusions add a new dimension to the traditional theories of contingency.