The Organizational Structure Change Study Of China Overseas Real Estate Group

The real estate industry plays an important role in China and it is an important part of China's socialist market economy.After more than 30 years of development,the real estate industry is becoming more and more mature.China Overseas Real Estate Group has achieved rapid development in this good industry environment.China Overseas Real Estate Group started in Hong Kong and entered Hong Kong real estate in 1985.In 1988,China Overseas Real Estate Group complied with the trend of residential commercialization reform in Mainland China and established its first Subsidiary in Shenzhen,which officially opened the prelude to the mainland real estate market.After thirty-eight years of development,the business layout division of China Overseas Real Estate Group has been throughout the country.In the ranking of the comprehensive strength of China's real estate enterprises issued by the National Bureau of Statistics in 2005,China Overseas Real Estate Group won the first place.With the changes in the market environment,the internal management of China Overseas Real Estate Group began to have problems,and the organizational structures were not adapted to the current internal and external environments,thus resulting in low management efficiency and unsatisfactory performance.Since 2010,the gap of sales and sales area of China Overseas Real Estate Group has become more and more widen from that of its major competitors.The senior leaders of the Group have attached great attention to these problems and implemented a series of changes to the organization.This paper analyzes the development history of China Overseas Real Estate Group and study its organizational structure change case.Combining the relevant theories of organizational structure change,we analyze the existing problems of the organizational structure of China Overseas Real Estate Group from three aspects,namely,China Overseas Real Estate Group Headquarters,its regional company and the urban company.This paper considers that the organizational strategy of the group is unclear and the management is relatively extensive.The rights and responsibilities between regional companies and urban companies are unclear and the organizational structures of urban companies are unreasonable.These are the main problems that the organizational structure of China Overseas Real Estate Group faces.We analyze the internal and external environment faced by China Overseas Real Estate Group.The external environments that we mainly analyzes are political environments,economic environments,social environments,technological environments and other factors.The internal environment that we mainly analyze are the resistance and motivation of structural changes.On the principle of Integrity,professional and robustness,this paper puts forward the basic objectives of organizational changes in combination with the latest development strategy of China Overseas Real Estate Group.At the same time,it expounds how effectively achieve the organizational structure changes:Firstly,managerial staff should redefine the authority and responsibility between the group headquarters and the regional management and unify the command chains.Secondly,the group headquarters adjusts the organizational structure,and appropriately decentralized and grants certain personnel and financial rights to regional companies and urban companies.In order to fit in with the new market environments,the urban::organizational structures have also been appropriately adjusted.Urban companies operate independently and independently under the strategic goals it set.The group headquarters and regional companies mainly control and supervise the urban companies.Finally,the administrators need to improve and perfect the internal management processes of the group.At the end of this paper,the analysis and discussion on the implementation of the organizational reform of China Overseas Real Estate Group ispresent.