本文選題：研發(fā)團隊　切入點：授權(quán)賦能　出處：《華南理工大學》2014年碩士論文

【摘要】：伴隨著經(jīng)濟全球化和區(qū)域經(jīng)濟一體化程度的不斷提升，，企業(yè)所處外部環(huán)境競爭日趨激烈，導(dǎo)致其無法僅僅憑借規(guī)模、價格、專業(yè)化程度等傳統(tǒng)因素構(gòu)建、維持競爭優(yōu)勢，轉(zhuǎn)而通過提高組織績效、創(chuàng)新能力等方式提高企業(yè)競爭力。授權(quán)賦能（Empowerment)，亦稱賦權(quán)、授權(quán)，作為一種能夠有效激勵員工、促進員工創(chuàng)新行為、提升組織績效的管理手段對提高企業(yè)競爭力有著重要影響。 國內(nèi)外學者已就授權(quán)賦能的涵義、影響因素、以及對企業(yè)績效的影響等問題進行了較為廣泛的研究,但是尚缺乏針對授權(quán)賦能原則的實際案例研究，同時領(lǐng)導(dǎo)者對有效授權(quán)控制運用的問題也不曾得到關(guān)注。這些問題都將在本文研究中得到進一步地探討。 本文以VS公司作為研究對象，針對研發(fā)團隊設(shè)計評審實施授權(quán)賦能管理進行了較為深入的案例研究分析:從最初實行授權(quán)賦能的危機重重的狀態(tài)到后來授權(quán)變革之后，問題最終得到解決,詳細分析了實施授權(quán)變革前后授權(quán)管理產(chǎn)生完全不同結(jié)果的原因，進而總結(jié)得出本案例的啟示，即遵守授權(quán)原則和進行有效控制授權(quán)是有效授權(quán)的關(guān)鍵。 本文進一步拓展了授權(quán)賦能及其原則、授權(quán)控制等理論在企業(yè)管理實踐活動中的應(yīng)用，為企業(yè)尤其是研發(fā)團隊的授權(quán)管理提供了有意義的參考。本文的研究結(jié)果對于企業(yè)，尤其是研發(fā)團隊進行授權(quán)管理具有一定的指導(dǎo)意義。 本研究包含緒論和正文兩部分，具體分為五個章節(jié)：第一章：緒論和文獻述評，正文部分包括案例部分(第二、三章)和案例分析部分(第四章)，最后是本文結(jié)論，對本文進行了回顧，概括了本文的研究成果、收獲與不足。
[Abstract]:With the development of economic globalization and regional economic integration, the external environment of enterprises is becoming more and more competitive, which can not be constructed by traditional factors such as scale, price, specialization and so on, so as to maintain the competitive advantage.Instead, improve the competitiveness of enterprises by improving organizational performance, innovation ability and so on.Empowerment, also called empowerment, as a management method that can effectively motivate employees, promote employees' innovation behavior and improve organizational performance, has an important impact on the competitiveness of enterprises.Scholars at home and abroad have carried out extensive research on the meaning of empowerment, influencing factors, and the impact on enterprise performance, but there is still a lack of practical case studies on the principle of empowerment.At the same time, leaders have not paid much attention to the use of effective delegation control.These problems will be further discussed in this paper.This paper takes vs Company as the research object, carries on the more in-depth case study analysis to the R & D team design review and implement the authorization empowerment management: from the initial implementation of the authorization of the dangerous state of empowerment after the later authorization reform,Finally, the problem is solved, and the reasons why delegation management produces completely different results before and after the implementation of delegation reform are analyzed in detail, and the enlightenment of this case is summarized, that is, obeying the principle of delegation of authority and carrying out effective control authorization is the key to effective delegation of authority.This paper further expands the theory of empowerment and its principle, and the application of authorization control in the practice of enterprise management, and provides a meaningful reference for the authorized management of enterprises, especially the R & D team.The results of this paper have certain guiding significance for enterprises, especially R & D teams.This research includes two parts: introduction and text. It is divided into five chapters: chapter one: introduction and literature review, the text includes case (chapter 2, chapter 3) and case analysis (chapter 4), and the last part is the conclusion of this paper.This article is reviewed, and the research results, harvest and deficiency are summarized.
【學位授予單位】：華南理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F272.9;F416.471

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