Analysis On The Organizational Structure Change Of Xi'an Metro Construction Management In The New Age

With the rapid development of the Chinese subway,the competition between cities and cities for various types of managerial talents with certain experience in the subway has been intensified.At the same time,the investment model has also gradually changed from a government-led unitization to a diversified participation in the society.In addition,the concept of developing the subway economy through TOD has gradually deepened,and it is urgent to carry out innovative changes in the current construction management thinking,methods,and structures to adapt to the new situation of subway construction.As a city that has just entered the stage of network subway construction,Xi'an is also faced with the problem of urgent need for multi-investment and in-depth development of subway resources in order to fully accelerate the construction of subway.In this paper,starting from the theoretical research of management organization structure reform,this paper makes a historical review and analysis of management organization structure of Xian Metro,clarifies the scope and premise of research object,and combs out the current management status quo and existing problems.This paper makes a comprehensive discussion of the internal and external factors of the management and organizational structure reform of Xi'an Metro,analyzes the driving force and resistance of the change,and determines the management countermeasures of the resistance to change.This paper has designed the implementation plan of the organizational structure transformation of Xi'an Metro construction management from the practical level,put forward three principles for the management of organizational structure transformation,and set forth the idea of transformation from the overall construction control of the line to the comprehensive construction control of the district.After the formation of the decentralization of the upper and middle levels of power to the grassroots level,the implementation of centralized control over the zoning of lines has formed a basic direction of change for the development of all elements of subway resources,and the design of a "road map" for the four stages of reform:freezing,piloting,improving,and freezing.The main risk of change was examined and relevant risk control measures were formulated.In addition,we have conducted a comparative analysis of the organizational structure before and after the change.Based on the comparative study of the environmental adaptability,human cost,management efficiency,and effective human resource allocation before and after the transformation of the management structure of Xi'an Metro construction,the newmanagement organization structure after the transformation,especially the setting up of the subway regional construction center,was obtained.With strong environmental adaptability,low human resource cost,high management efficiency,human resources can optimize the allocation of space and other absolute advantages.It is proved that only effective organizational structural changes can be carried out,Xi'an Metro construction management can tap into various internal and external resources,release the unlimited vitality of organizational development,and lay a foundation for achieving strategic upgrading and organizational growth.In addition,using the local exploration of Xi'an Metro to obtain the effect of throwing bricks and stones,it can also provide useful reference for other urban rail transit construction management structure changes at home and abroad.