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摘 要
FT 集团成立于 1994 年，现已经是一家集房地产开发、设计、施工、工程监理、
销售、物业管理、房地产中介等业务为一体的综合性公司，拥有国家建设部颁发的一
级开发资质、甲级设计资质、甲级工程监理资质、一级物业管理资质及一级房地产中
介资质，曾一度被誉为中国综合实力最强的房地产企业之一。但 FT 集团经过十多年的
高速发展，于 2008 年的美国次贷危机后，其发展势头与同行相比明显减缓。同时，FT
集团高管们也已意识到随着集团业务的扩张、规模的壮大，原先的组织结构已不能适
应集团新战略发展的需要，集团于 2009 年底成立了企业管理中心，专职于集团组织结
构变革及管理流程的制定、完善工作。经过近几年间的一系列组织结构变革工作，终
于取得了成效，集团的管理状况有所改善，业绩也出现明显回升，并于 2013 年取得了
销售 422 亿元人民币的较好成绩，实现了“冲上了四”的历史性突破。

本文结合作为我国龙头企业的房地产业的发展现状，通过对 FT 集团的发展历程及
其组织结构变革案例进行分析和研究，分析 FT 集团十多年来快速成长与发展的理由，
和近年业绩停滞现象的背后原因，以及通过组织结构变革，集团的管理状况得到改
善，同时取得较好业绩的情况。本文应用组织结构变革相关理论，研究 FT 集团成功变
革的经历，从中学习到组织结构变革的经验、教训及启示，同时，揭示在我国房地产
业高速发展的今天，房地产公司普遍存在组织管理上的问题，所以本文对目前我国其
它房地产企业的组织管理也有很好的借鉴作用。

关键词：组织结构；房地产公司；组织结构变革；案例研究ABSTRACT
FT group was founded in 1994, now is an integrated company involved in the real estate
develop, design, build, engineering supervision, sales, property management, real estate
intermediary business, has been granted the certificate issued by the Ministry of construction
of a development, A class design qualification, A class engineering quality supervision,
quality management level and A real estate intermediary qualification, and ever been granted
as one of the Chinese comprehensive strength of the strongest real estate enterprises. But after
10 years of FT group’s rapid development, its growth compared with their peers significantly
slow down within the American subprime crisis in 2008. At the same time, the FT executives
have been aware of the group's business rapid expansion, the expansion scale, organization
and the original structure have been unable to meet the needs of new strategic development of
the group, the group set up enterprise management center at the end of 2009, develop and
improve working full-time to reform the group organization structure and management
process. After a series of the organization structure reform in recent years, the group achieved
the success, the group's management situation and the performance has been improved
significantly, and in 2013 the sales volume achieved 422 million yuan, to realize the washed
up on the historical process of four broken.
This paper as the development status of China's leading enterprises in the real estate
industry, by analyzing and studying the development course of FT group and its
organizational structure reform case, analysis of the FT group more than 10 years of rapid
growth and development of the reason behind the performance in recent years, and stagnancy
of reason, and through the reform of the organizational structure, management of the group
situation has improved, and better performance of. The change of organization structure
theory, the research of FT group of successful reform experience, learn from the
organizational structure reform experience, lessons and enlightenment, at the same time,
revealed in China's real estate industry rapid development today, the Real Estate Company
generally exist in organization and management problems, so this paper is very good for the
organization and management of other real China's real estate enterprises also have reference.
Key words：Organization structure；Real estate corporation ； Organization Reform；Case
Study