| Not only with the rapid development of information industry and new business, but also the recession of traditional telephone service, this thesis took BY branch company of China Telecom as an example, to analyze the reform of organizational structure and incentive system.I hope that some ideas would be porvieded to the reform of State-owned enterprise.China telecom is a State-owned enterprise with more than 100-year history. In 2014, it made the decision of precisiong management and contracting reforms, under the competiton of other young carrieroperators. Different from the State-owned enterprise reforms,which transformedmodes of business operationin 1990 s, theprecisiong management and contracting reforms of China Telecom was an adjustment of organizational structure and the incentive system. It was subordinate to Marketing Service Centers of branch companies as units, and the contractors were chosen by internal competitive biddings, who were responsible for the income. The contractors' compensation were linked up withthe income,and the contractors had the rihgt of performance evaluation and salary distribution.It broke the traditional seniority incentive system,that was a tough mission for China telecom.The executive, BY branch company was the second income branch company of Guangzhou telecom. Therefore, the success of its reforms were valueable.According to the weakness of BY company, the thesis was to analyze the reforms of organizational structure, in order to reapportion the rights and responsibility, which took compression business process and market rapid response as purpose. Also, the thesis was to analyze the reforms of incentive system, in combination with closed loop control and Nabla support, to establish a risk-sharing incentive system which improve staff motivation.According to the ability of the contractors and the problem of Management power redistribution, we analyzed the problability and the direction of the reforms during the data of 2014. |
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