Based On The Core Competitiveness Of Enterprise Organizational Design

Company organization design, has always been a core subject of management science. Company organization design is defined as the programming process of organization activity and structure. With such a design the goal of organization can be accomplished effectively. Since the emergence of enterprises, the organization structure has been changing all along. Why change? The answer lies in two points. One is in accordance with the environmental change, and the other is due to the adjustment to the company's own strategy. The paper thus approaches the issue of company organization design by associating with environment and strategy. Since strategy operates as the bridge between environment and organization, environmental change puts more effect on the organization through strategy. So the subject of organization design is firstly the subject of strategy. Since the rise of strategy management theory hi the 70s, companies have paid more attention to the strategy. But changeable environment has also enhanced the requirement of strategic adjustment. The core competence theory which is on the third stage of strategy management theory guides strategic decision-making and implementation. Selecting the development strategy on the core competence is the foundation of acclimation and higher-level resource allocation. The paper audaciously combines the subject of organization design and the core competence theory. Meanwhile it points out that the future organization will be constructed upon the core competence in order to adapt to environmental change and gain everlasting competitive advantage. In Chinese business circles, the core competence is being ignored. Little will pay more attention at the organization design systematically on the strategic highness of the core competence. As WTO is drawing near and competition pressure is increasing, ignoring the core competence will bring about more disadvantageous consequences. The paper deepens practical application of the core competence theory, and tries to remind some company directors of not copying the latest theory and mode of the West without further deliberation when designing company organization. Instead the author hopes they could set out from the fact and consider where on earth the core competence is.The paper has six chapters. The first chapter mainly describes the relationship among environment, strategy and organization design, and their developing process during the long history, which establishes the keynote of the whole paper. The second chapter introduces the origin of the core competence strategy and its main content. From the third chapter, the paper enters the main subject: organization design or strategy implementation. The third chapter mainly describes the content of organization design based on the core competence as a whole and naturally transfers to the rear chapters. The fourth chapter describes outsourcing which is the exterior structure design of the new organization, and the fifth chapter describes flow optimization which is the interior structure design of the new organization. The sixth chapter foresees that the future organization design will probably select network organization and virtual enterprise.As a thesis of management science, the paper deals with many aspects with self-consistent length. The subject of organization design is written against the background of environmental change and strategic adjustment. It is quite new that the core competence as a kind of strategy connects with organization design. The paper tries to avoid empty theoretic preach by including some cases alongside the theory, especially Chinese case analysis in the fourth and fifth chapter separately. Since the theory and practice of the area develops very quickly, some points and conclusions of the paper are unavoidably immature and defective, which will be tested by future practices.