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GEにおけるリエンジニアリング戦略の成功要因の分析

GE再造战略成功因素分析

基本信息

批准号：
07630117
负责人：
ADACHI Tatsuo
金额：
$ 1.22万
依托单位：
MIYAZAKI SANGYO-KEIEI UNIVERSITY
依托单位国家：
日本
项目类别：
Grant-in-Aid for Scientific Research (C)
财政年份：
1995
资助国家：
日本
起止时间：
1995 至 1996
项目状态：
已结题

来源：
https://kaken.nii.ac.jp/grant/KAKENHI-PROJECT-07630117/
关键词：
reengineering work out restructuring increased productivity movement No. 1 or No. 2 design boundaryless organization management development institute growth engine ワーク・アウト小集団活動

项目摘要

This research proved the success factors of reengineering strategy which General Electric Co. in USA introduced during 1980's-1990's. Those success factors are summarized in the following three points.First, proposal of clear vision and strong leadership by top management. Second, simultaneous promotion of restructuring to shift rapidly to new divisions which adapt to modern needs and company growth. Third, success in making an organization of workers who think and work for themselves through increased productivity movement-a part of which was introduced from Japanese management methods-and networking of information technology.Originalities of this research are as follows.First, verification that GE simultaneously has promoted both reengineering and restructuring in the 1980's. Second, confirmation that there have been imitations and arrangements of parts of Japanese management methods when reengineering was introduced to GE.Third, discovery that the separation principle of planning and practicing and hierarchical structures used in traditional management were modified drastically, and a new boundaryless, self-disciplined organization was brought into existence. Fourth, verification of the economic effects of reengineering through statistical data of productivity increases. The diagram shows that sales per employee rose about four times from 1980 to 1993.Part of this research was published as reengineering strategy and organizational reform of electrical-machinery big business, 'in Shoichi Inoue and Koji Nakamura ed, "the formation, growth, development of modern big business, " Yachiyo publishing company, 1995, eighth chapter, pp. 239-260.

本研究验证了美国通用电气公司在20世纪80 - 90年代推行的再造战略的成功因素。这些成功因素归纳为以下三点：第一，高层管理者提出清晰的愿景和强有力的领导。第二，同时推进重组，迅速向适应现代需求和公司增长的新部门转移。第三，通过引进日本的管理方法，提高生产率运动和信息技术的网络化，成功地形成了自主思考、自主工作的劳动者组织。本研究的创新之处在于：第一，验证了GE在80年代同时推进了再造和结构调整。第二，确认了GE在引进再造工程时，对日本管理方法的一部分进行了模仿和整理。第三，发现传统管理中的计划与实践分离原则和等级结构发生了根本性的变化，形成了一个新的无边界的自律组织。第四，通过生产率提高的统计数据，验证再造的经济效果。该图显示，从1980年到1993年，每个员工的销售额增加了约4倍。本研究的一部分发表在《电气机械大企业的再造战略与组织改革》中，见井上祥一、中村浩二主编《现代大企业的形成、成长、发展》，八千代出版社，1995年，第8章，第100页。239-260.