本文共分七个部分：
绪言部分简要介绍了本文的写作背景和目的。
第一章对 XX 地质大队当前的内外环境进行了分析，提出了 XX 地质
大队的转型方向、转型阶段的发展战略和组织变革主要内容。
第二章探讨了 XX 地质大队组织文化变革问题。分析了组织文化在组
织变革中的作用和 XX 地质大队的传统文化利与弊，讨论了转型阶段组织
文化变革的内容及措施。
第三章探讨了 XX 地质大队组织机构变革问题。分析了 XX 地质大队
组织机构现状，提出了组织机构变革方向。
第四章探讨了 XX 地质大队薪酬体系变革问题。分析了 XX 地质大队
薪酬体系现状，提出了薪酬体系变革方向。
第五章讨论了 XX 地质大队企业化转型阶段组织变革管理问题。
结语部分简述了本文研究得出的基本结论：XX 地质大队必须进行企
业化改制转型成为公司；为了成功转型，应进行组织文化变革、组织结
构变革和薪酬体系变革；变革过程中要妥善处理变革、发展与稳定的关
系，做好变革管理。
关键词： 事业单位；企业化；组织变革
ABSTRACT
XX Geological Survey and Exploration Team( XX GSET)was founded
in 1971 and had been an unit of PLA before 1984 .In 1984, XX GSET became
an institutional-affairs organization under the control of CNNC.The one & the
only task of XX GSET was geological survey and exploration for nuclear
resource for our country before 1989.Since 1989, XX GSET began to do civil
business.In 2003,the central government released a project on turning most of
the institutional-affairs organizations into enterprise organizations. XX GSET
should be run as an enterprise .The article is about to study the organizational
reform of XX GSET in the stage from an institutional-affairs organization to
an enterprise.
The article has 7 parts.
The introductory remark shows the background and the purpose of the
study .
Chapter 1 gives the analysis on the internal environment and external
environment of XX GSET and points out the direction and the contents of the
organizational reform .The main contents of the organizational reform are
cultural reform ,structural reform and compensation system reform.
Chapter 2 discusses cultural reform .It analyses the advantage and the
disadvantage of the traditional culture of XX GSET and points out how to
reform the new culture of XX GSET.
Chapter 3 tells how to reform the structure of XX GSET.It gives an
advice to apply division-control structure for the new body of XX GSET(XX
Group Co. Ltd).
Chapter 4 studies the reform of compensation system of XX GSET. It
points out that XX GSET should establish the new compensation system based
on the market value of the job position and the performance of the staff.
Chapter 5 gives some advices on the management of the organizational
reform.
The final phase summarizes the conclusions of the study .
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