这就给高档门窗企业在数据处理上增加了难度，在这样的趋势下，数据的如何运用和处
理成了困扰企业发展的瓶颈。为了适应公司的快速发展，有必要对公司发展中积累的一
些问题和矛盾加以分析和解决,在原有技术部的基础之上进行机构重组成立技术数据处
理中心，既适应了未来木窗行业市场的走向，又适应了企业规模扩大的需求，通过机构
重组实现企业利润的最大化。

论文通过对华意木业有限公司在发展过程中遇到一系列相关问题的描述，引出企业
中存在的矛盾和管理上存在的问题。运用冲突管理和绩效管理理论，分析这些问题，进
而提出解决问题的对策。根据组织内外能够获取的现有人力资源，对公司原有组织结构
框架内的部门和职务进行调整，并平衡各部门、各职务的工作量，进行机构重组，以使
公司的组织机构合理。根据各部门工作的性质和内容，明确规定管理机构之间的职责、
权限以及义务关系，使各管理部门形成一个严密的网络，以保证机构重组后企业目标的
达成。

在机构重组后，华意木业有限公司在降低库存、提高生产效率、生产过程中降低材
料消耗、增强销售决算准确度等方面的管理成效有了很大的提高，公司要突破的瓶颈问
题得以解决。

关键词：机构重组；成本控制；绩效管理
Abstract
Harbin Huayi Wood Industry Co., Ltd. mainly sells European-style wood doors and
windows, with the focus on domestic sales. With the diversification of architectural styles of
apartments and villas, the colors of the doors and windows as well as opening form
requirements for various projects or the same project are different. This adds difficulty for
high-end windows and doors companies in the data processing. Under such a trend, how to
use and process the data has become a bottleneck of troubling the enterprise development. In
order to meet the company’s rapid development, it is necessary to analyze and resolve
problems and contradictions accumulated during the development of the company.
Organization restructuring on the basis of the original technical department to establish the
technical data processing centers, which adapt to both the future wood window industry
market trends and the needs of expanding the enterprise scale, achieving the maximization of
corporate profits through the restructuring.
The paper, through the description of a range of relevant issues encountered in the course
of development by Huayi Wood Industry Co., Ltd., leads to contradictions that exist in
business, and management problems. Then by making use of conflict management,
performance management and communication management theory, it analyzes these issues,
proposes solutions to these problems. According to the existing human resources inside and
outside the organization that can be acquired, we adjust departments and positions in the
framework of the original organizational structure and balance the workload of the various
departments and positions, so that the organizational structure is reasonable. According to
their nature and content of the work, it clearly defines responsibilities, rights and obligations,
and duties between the management institutions to enable the management department and
positions to form a tight network, so as to ensure to achieve business objectives after
restructuring.
After the data center has been established and begun operation, Huayi Wood Industry
Co., Ltd. has greatly improved management effectiveness in the aspects like reducing
inventory, increasing productivity, reducing material consumption during production process,
and enhances the accuracy of sales final settlement. The company’s bottleneck problem has
been resolved.
Keywords: Organization reconstruction; cost control; performance management