【摘要】：當(dāng)前我國(guó)媒介傳播技術(shù)發(fā)生著日新月異的變化,網(wǎng)絡(luò)用戶(hù)、手機(jī)等移動(dòng)終端用戶(hù)規(guī)模越來(lái)越大。新興媒體的蓬勃發(fā)展大力沖擊了傳統(tǒng)媒體市場(chǎng),傳媒業(yè)進(jìn)入了新階段——傳統(tǒng)媒體與新媒體融合發(fā)展的全媒體時(shí)代。受眾的驟減大大降低了傳統(tǒng)媒體的輿論影響力和經(jīng)營(yíng)收益,使傳統(tǒng)媒體面臨著嚴(yán)峻的生存危機(jī)。報(bào)業(yè)集團(tuán)是我國(guó)傳統(tǒng)媒體的典型代表,紛紛將全媒體轉(zhuǎn)型作為組織變革的戰(zhàn)略目標(biāo)。在現(xiàn)階段,報(bào)業(yè)集團(tuán)進(jìn)行組織變革是具有一定優(yōu)勢(shì)的。傳播技術(shù)的不斷更新發(fā)展為組織進(jìn)行全媒體方向的變革提供了技術(shù)支撐;用戶(hù)對(duì)信息的差異化需求是組織變革的外在動(dòng)力;國(guó)家、媒體行業(yè)各項(xiàng)政策措施為組織變革提供了良好的政策環(huán)境;傳統(tǒng)媒體與新興媒體的定位日益明朗。同時(shí),從近些年報(bào)業(yè)集團(tuán)組織變革的實(shí)踐探索來(lái)看,也面臨著難以打破體制束縛、改革成本高、缺乏動(dòng)力機(jī)制、改革措施不到位等困境�？v觀國(guó)內(nèi)報(bào)業(yè)集團(tuán)組織變革的探索實(shí)踐之路主要可以分為兩種模式:一是組織變革的初級(jí)模式——報(bào)網(wǎng)互動(dòng)模式,二是高級(jí)模式——整體布局模式。報(bào)網(wǎng)互動(dòng)模式是報(bào)業(yè)集團(tuán)內(nèi)傳統(tǒng)媒體與新興媒體的淺層互動(dòng),是一種過(guò)渡性模式,在組織原有的架構(gòu)體系之下生長(zhǎng),必然帶有自身的局限性。以廣州日?qǐng)?bào)報(bào)業(yè)集團(tuán)的組織變革為典型。在整體布局模式中,報(bào)業(yè)集團(tuán)的組織變革是一種結(jié)構(gòu)性融合,從組織結(jié)構(gòu)、協(xié)作機(jī)制到市場(chǎng)布局架構(gòu),都實(shí)現(xiàn)全面深度的融合,以解放日?qǐng)?bào)報(bào)業(yè)集團(tuán)、煙臺(tái)日?qǐng)?bào)報(bào)業(yè)集團(tuán)全媒體組織變革為典型。國(guó)內(nèi)報(bào)業(yè)集團(tuán)要實(shí)現(xiàn)組織全媒體轉(zhuǎn)型的戰(zhàn)略目標(biāo),必須從組織流程、組織結(jié)構(gòu)、組織人員、組織文化等四個(gè)方面進(jìn)行全面、徹底的變革。通過(guò)建立數(shù)字技術(shù)平臺(tái)、打造全新生產(chǎn)流程、構(gòu)建產(chǎn)業(yè)價(jià)值鏈實(shí)現(xiàn)組織流程變革;建立扁平化、靈活性強(qiáng)的組織架構(gòu),靈活運(yùn)用虛擬組織形式;打造全媒體人才隊(duì)伍,灌輸全媒體思維,完善和建立人才保障機(jī)制;在集團(tuán)內(nèi)樹(shù)立全媒體轉(zhuǎn)型的共同愿景,創(chuàng)建“以人為本”的核心價(jià)值觀,營(yíng)造學(xué)習(xí)型、創(chuàng)新型、包容型的組織文化。
[Abstract]:At present, the media communication technology in our country is changing with each passing day, and the scale of mobile terminal users such as network users, mobile phones is becoming larger and larger. The booming development of the new media has greatly impacted the traditional media market, and the media industry has entered a new stage-the all-media era in which traditional media and new media merge and develop. The sharp decrease of the audience greatly reduces the influence of public opinion and the operating income of the traditional media, which makes the traditional media face a severe survival crisis. Newspaper Group is a typical representative of traditional media in China, which regards the transformation of all media as the strategic goal of organizational change. At this stage, the newspaper group for organizational change is a certain advantage. The continuous updating and development of communication technology provide technical support for the organization to carry out the change of the whole media direction, the users' demand for information differentiation is the external motive force of the organization change. The policies and measures of the media industry provide a good policy environment for the organizational change, and the orientation of the traditional media and the emerging media is becoming clearer. At the same time, from the practical exploration of the organization reform of newspaper group in recent years, it is difficult to break the shackles of the system, the reform cost is high, the power mechanism is lacking, the reform measures are not in place and so on. The way to explore and practice the organizational change of newspaper groups in China can be divided into two modes: one is the primary mode of organizational change, the other is the interactive mode of newspaper and net, the second is the high-level model-the overall layout model. The interactive mode of newspaper and net is the shallow interaction between the traditional media and the emerging media in the newspaper group. It is a transitional mode. It must have its own limitations to grow under the original structure system of the organization. Guangzhou Daily newspaper Group as a typical organizational change. In the overall layout model, the organizational change of the newspaper group is a kind of structural integration, from the organizational structure, the cooperation mechanism to the market layout structure, the overall and deep integration is realized in order to liberate the daily newspaper group. Yantai daily newspaper group all media organization reform is typical. In order to realize the strategic goal of organizing the transformation of the whole media, the domestic newspaper group must make a comprehensive and thorough reform from four aspects: organizational process, organizational structure, organizational personnel and organizational culture. Through the establishment of digital technology platform, to create a new production process, to build an industrial value chain to achieve organizational process change, to establish a flat, flexible organizational structure, flexible use of virtual organization form; Build the whole media talent team, inculcate the whole media thinking, perfect and establish the talent guarantee mechanism; Set up the common vision of the transformation of the whole media in the group, create the core values of "people-oriented", create a learning-type, innovative and inclusive organizational culture.
【學(xué)位授予單位】：南京師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：G219.2

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