论文部分内容阅读
近期航空公司组织转型的概念比较时髦,尤其9月1日东方航空股份有限公司成立工程技术公司,对公司内部的维修技术资源进行了系统整合,通过一段时间的过渡,东航将取消其分子公司执管飞机的概念,实现集中统一维修控制。航空公司实施组织转型是三大集团实现联合重组以后进行的必要措施,目的是为了实现1+1+1>3的管理目标,最终目的是提升核心竞争力。但是,目标确定以后,如何实现是关键,如果组织转型后只是提了一批干部,增加了几个部门,工作效率没有明显改善,服务质量没有改进的话,这就背离了组织转型的最初目的,因此本文就航空公司组织转型的指导思想进行一下分析。
Recently the concept of organizational restructuring of airlines is rather trendy. In particular, on September 1, Eastern Airline Co., Ltd. set up an engineering and technology company to systematically integrate the technical resources for maintenance within the company. Through a period of transition, CEA will cancel its subsidiaries Control the concept of aircraft, to achieve centralized and unified maintenance control. The implementation of organizational transformation of airlines is the necessary measure for the three major groups after the joint reorganization. The aim is to achieve the management goal of 1 + 1 + 1> 3 with the ultimate goal of enhancing core competitiveness. However, after the goal is finalized, how to realize is the key point. If the organization just put forward a batch of cadres after the transformation and several departments have been added up, the work efficiency has not been obviously improved and the service quality has not been improved, which departs from the original purpose of organizational transformation. Therefore, this article analyzes the guiding ideology of airlines organizational transformation.