| Being the foundation of enterprise, organizational structure should adapt to the enterprise's development needs. In the different periods of development, the enterprise's strategy should be adjusted to market circumstance while the enterprise's construction would benefit the enterprise's development too .A well-organized structure should not only satisfy the needs of the enterprise strategy but also match for enterprise's working flow, especially for its core. Through management diagnose and adjustment to organizational structure of a construction decoration enterprise, the thesis aims at making a research to its problems from selecting strategies and optimizing core flow to adjusting structure, giving suggestions.This company is formed in 1990. With the fast development of Chinese economy, the decoration industry is enlarging, and market share of the company is increasing gradually, while its production value reaches over100 million. After distinguishing its civil property right, the company takes a range of reform policies in order to meet the needs of market, only to get a bad effect. Therefore, the company employs professionals to diagnose its problems and making corresponding adjustment to meet marketing competitions. The thesis carries on the organizational diagnosis and reforming to the JG Corporation around the consideration to strategy and flow. It uses Baud's Five Solid Model and PEST Model analysis approach to study Company's external environments, and upon which, it uses SWOT analysis approach to draw up general development idea and strategic objective. Based on the enterprise's strategic reconstruction, a valuable system platform can be created which will raise the efficiency and meanwhile build a good safeguard for carrying out the strategy.It can be concluded, through this diagnose the improvement of core competitive ability should be based on such a dynamic system in which its strategy is taken as lead, organization as frame, institution as under-prop and management control system is its nucleus. |