The Research On Organizational Structure Optimization Of S Company

According to the national oil and gas system reform opinion of "liberalizing both ends and controlling the middle",the reform of China's natural gas market has gradually deepened,and oil and gas trading centers have been set up in Shanghai and Chongqing one after another,at the end of 2019,the National Pipeline Network Company was established,the original three barrels of oil main pipeline network and part of the LNG terminal were transferred to the National Pipeline Network Company,the internal and external environment of the entire natural gas industry is undergoing profound and complex changes.Various natural gas(gas)companies have begun to"stretch down and up" into the field of upstream gas source trade,accelerate the construction of the closed loop pipeline network in the middle reaches,and expand their distribution into the gas and electricity market,distributed energy and other downstream terminal markets,the industry is becoming increasingly competitive.In the new internal and external environment,only through proactive internal change,optimize the adjustment of their own organizational structure,improve management efficiency,can better adapt to the changing industry environment.As a well-established state-owned enterprise in Shandong Province,S company has been in the natural gas industry for 18 years.It has invested and built 14 comprehensive utilization projects of natural gas(gas),but some of the projects have not been operating well In the process of promoting the construction of the oil and gas pipeline network infrastructure in Shandong Province,it has undertaken the construction of the "two-line and one-reservoir" large-scale project;under the new situation,the quality improvement and efficiency increase of the inventory project is related to the survival of S company at the present stage,the construction of the "two lines and one storehouse" large-scale project is related to the future development of s company.How to optimize the organizational structure,stimulate the battle effectiveness of the staff team,and ensure the development strategy landing,it is an important task for s company to do a good job in the two key tasks of deficit control and increment project construction and development.Taking S company as an example,this paper collates and summarizes the general situation of the company and the current situation of the organizational structure,and makes a qualitative evaluation of the present situation of s company's organizational structure from five structural variables of the organization by using the method of interview,the paper analyzes the matching between the five contingency factors affecting the organization and s company's organizational structure,it was found that s company's integrated system of government and enterprise,the decentralization of ownership and so on caused such problems as unclear definition of responsibilities,over-refinement of headquarters and offices,highly centralized influence on efficiency and employee motivation,dispersed ownership of companies without forming market synergy,etc.,in view of the above problems,this paper reorganizes the functional orientation of each management level,formulates the organizational optimization plan for constructing the business department and adjusting the functional department,and optimizes the structural variables such as centralization of authority,personnel ratio,etc.,provides the organization structure implementation step and the safeguard measure.