您所在位置:首页>案例信息
查看全文    案例查询
显示案例信息
案例编号: OB-0227
被浏览次数: 1013 次
案例名称: 必比登“革新”记 —— MQL组织变革之路
译名: The Metamorphosis of Bibendum——The Organization Reform Road of MQL
案例作者: 王世权,张玉莹,黄玮强
作者单位: 东北大学
指导者:
译者:
案例企业名称: MQL集团
行业: 其他
规模: 大型
案例涉及的职能领域: 生产运营部门
案例语种: 中文
案例正文页数(页): 24 页
案例类型: 描述型
中文关键词: MQL;授权;组织变革;Kotter模型
英文关键词: MQL; Authorization; Organizational structure; Change; Model of Kotter
中文摘要: 创建于1889年的MQL,在经历一百多年的风雨变换后,现今已在17个国家下辖68家工厂,拥有来自不同文化背景的12万多名员工。1995年底,MQL有限公司成立,成为MQL集团在中国的第一家合资公司。MQL投产后,在工艺质量与生产规模都稳定的前提下,紧跟集团倡导的授权方针指引,拉开了授权式组织变革大幕。本案例将以MQL公司变革中团队建设为主线,展示其授权式组织变革的全过程。在此之上,引导学生正确认识组织变革的过程与程序,了解组织变革的阻力及应对措施,明晰授权的必要性、原则及注意事项等,据此对组织变革理论、授权理论等有更深层次的理解。此外,也可为其他企业的组织变革提供有价值的参考。
英文摘要: MQL, founded in 1889, has undergone more than 100 years, and has 68 factories in 17 countries, with more than 120,000 employees from different countries.At the end of 1995, MQL Shenyang Tire Co., Ltd. was established and became the first joint venture company of the MQL Group in China. After its launch , MQL Shenyang initiated an authorized organizational change under the premise of the stable process quality and the production scale stability and following the guidance of the authorized guidelines advocated by the group. This case will view the whole process of authorized organization reform with team building as the main line, and fully demonstrate the whole process of organizational change. The purpose is to guide students to understand the process and procedures of organizational change,understand the organizational resistance to change and clarify the need for authorization, principles and precautions. Accordingly, we have a deeper understanding of organizational change theory, authorization theory. In addition, it can also provide valuable references for organizational changes in other companies.
适用对象: 工商管理硕士(MBA),
编写方式: 采编
案例年代: 2019
适用课程: 《管理学原理》、《领导力与组织行为》
案例入库时间: 2019-10
查看全文: 点击查看
查看案例使用说明 点击查看
查看微案例英文版署名word文档