世界在一个高速变化的时代，全球激烈的竞争环境促使组织需要随着市场的变化而 不断地调整其管理模式。在传统的生产制造环境下，自上而下金字塔型的生产一线员工 管理模式一直占据着主导地位，然而，随着商业竞争环境和组织的不断发展，越来越多 的生产制造型企业开始打破传统，致力于通过创新组织变革，导入新型的团队管理模式 来为组织赋能。高绩效工作团队(HPWT) 模式正是一种新型的团队管理模式，该模式改 变传统自上而下的金字塔管理模式向不断授权团队和员工的模式转变，从而实现组织收 益。面对市场和行业的激烈竞争和变化，作为一家世界500强的跨国集团，J集团重新 梳理其整体的战略目标，即“在2022年，成为世界最具运营能力的公司”。然而，如何 突破固有的管理方式，不断提升组织运营效率，推动组织变革，使得集团内遍布全球100 多家工厂都朝着共同的目标进发，成为最具运营能力的公司?这不是纸上谈兵，需要通 过一套符合公司自身特点的，高效的运作机制及人才系统，方有可能实现目标。 本文通过选取了J集团中一家位于中国南方的生产基地J制造工厂作为案例研究主 体，基于生产制造环境下的组织运营管理为基础，通过J工厂推行高绩效团队历程中的 核心关键事件发现其在推行过程中面临的问题和挑战：1.传统金字塔型管理模式如何向 HPWT团队分组管理模式转变来激发组织活力? 2．HPWT平衡计分卡如何设计以关联 和支持公司目标的达成? 3. 如何构建分工明确，职责清晰的HPWT组织架构，提升员工 能力? 4.如何改变传统的上下级沟通机制，通过信息共享实现团队共同决策? 5.如何让全 员拥抱高绩效团队，激励员工高绩效表现? 案例通过对以上问题的分析，并利用调查问卷法验证J制造工厂推行实施高绩效团 队的成效，总结和归纳出J制造工厂推行高绩效工作团队的案例启示，即：1.向一线员 工授权以激活传统科层制组织；2.引入BSC平衡计分卡驱使团队达成战略目标；3.通 过培训与认证向岗位角色赋能；4.重构组织命令线以共享决策信息；5.以文化塑造高绩 效团队行为；6.以计划性变革化解阻力。最后，本文希望通过此案例，能够对现有生产 制造型企业如何有效创建和推行高绩效团队，推动企业转型升级和发展员工提供借鉴 和参考。 关键词：生产制造环境；高绩效工作系统；高绩效团队；组织变革 II ABSTRACT The world is in an era of rapid change. The fierce global competition environment requires a new change in the management of organizations. The top-down production management model has always been the most popular in the traditional manufacturing environment. But with the continuous development of business environment and organization, more and more manufacturing enterprises begin to devote themselves to introduce the new organization management mode to empower the organization through changes. High Performance Work Team (HPWT) model was born and developed under this background. HPWT means that the traditional production and operation mode will change from the traditional model to the way of empowered employees and further foster the development of the organization. As one of the world's top 500 multinational company which is facing the fierce competition and changes in the market, J Company began to establish the group's overall strategic goal since 2014, which is to "become the most capable company in the world". However, how to improve the inherent management modes within more than 100 factories in of the corporate around the world, continuously improve the operation efficiency of the organization to moving towards the common goal? An efficient operation mechanism and talent systems in line with the company's strategy are needed. We select one of manufacturing plant from J company located in China and deeply analyzes the problems and challenges faced during the conducting and implement the high performance team based on the internal and external environment and the corporate’s strategy. Based on the changes of internal and external environment in the production and manufacturing environment, through the core key events in the development process of J manufacturing Plant's implementation of high-performance team, we find the challenges including: 1. How to change the traditional pyramid management mode to HPWT management mode to activate organizational vitality? 2. How to design HPT balanced scorecard to support the achievement of company objectives? 3. How to build a HPT organizational structure with clear responsebilities of team members to improve employees' ability? 4. How to change the traditional communication mechanism between superior and subordinate, and realize team decision-making through information sharing? 5. How to let employees embrace high-performance teams and encourage employees to achieve high performance? III Through this case study, we found that:1.Activate the traditional hierarchy, establish the authorization management structure;2.BSC balanced scorecard integration goal, HPT self drive to achieve the strategic goal; 3.Clearly define the roles and tasks, enable through training and certification; 4. Reconstruct the organization command line, and achieve decision information Sharing; 5.Encouraging high performance behavior and creating high performance culture. All of the above is the key successful factors for conducting HPT in the manufacturing enviorment.6. Having the transformation in a planned way and turn resistance into power. Finally, we hope that this case study on high performance work system from J company can help the existing manufacturing enterprises on how to effectively create and implement High Performance Work System, and promote the transformation and upgrading of enterprises and the development of employees. Keywords：Manufacturing environment; High Performance Work System; High Performance team; Organizational change IV 目 录 摘要 ........................................................................................................................................... I Abstract ..................................................................................................................................... II 图表清单 .................................................................................................................................. VI 第一章 绪论 .............................................................................................................................. 1 1.1 研究背景 ......................................................................................................................... 1 1.2 研究目的与意义 ............................................................................................................. 1 1.3 文献综述 ......................................................................................................................... 2 1.3.1 高绩效工作系统....................................................................................................... 2 1.3.2 高绩效团队............................................................................................................... 6 1.3.3 组织变革的理论....................................................................................................... 9 1.4 研究方法和研究内容 ................................................................................................... 10 1.4.1 研究方法................................................................................................................. 10 1.4.2 研究内容................................................................................................................. 10 1.5 研究技术路径 ............................................................................................................... 11 第二章 案例正文：J集团战略转型及HPT项目推行计划 ................................................ 13 2.1 J集团概况 ...................................................................................................................... 13 2.2 J制造工厂概况 .............................................................................................................. 14 2.2.1 J制造工厂介绍及本地化战略 ............................................................................... 14 2.2.2 J制造工厂组织架构和人力资源配置 ................................................................... 15 2.3 J制造工厂高绩效团队的实施背景 ....................................................................