论文部分内容阅读
分析了虚拟制造企业组织结构上的特征，指出其与传统制造企业的区别在于合作成员间合作的紧密程度更高，成员间的界线模糊不清，就象一个企业一样。同时归纳了各类虚拟企业的特征。按照明茨伯格关于经理工作性质的论述，从决策、信息和联络３个方面分析了虚拟企业主管的１０个角色的内容及特点。指出了虚拟制造企业的主管与传统企业相比，在其地位、与合作成员（下属）的关系、有限时间资源的分配及对主管自身素质的要求上均有不同。由此为那些准备管理或参与分散网络化制造组织和虚拟制造企业的两头在外的哑铃型企业的主管们提供了管理上应该遵循的原则。
The characteristics of the organizational structure of virtual manufacturing enterprises are analyzed, and it is pointed out that the difference between them and traditional manufacturing enterprises lies in the higher degree of close cooperation between the cooperative members. The boundary between members is ambiguous, just like a company. At the same time, the characteristics of various types of virtual enterprises are summarized. According to Mintzberg’s discussion of the nature of managerial work, the content and characteristics of the 10 roles of the virtual enterprise executive were analyzed from the aspects of decision-making, information and communication. It is pointed out that the executives of virtual manufacturing enterprises are different from traditional enterprises in their status, the relationship with the cooperative members (subordinates), the distribution of limited time resources, and the requirements on the quality of supervisors themselves. This provides the management principles that should be followed by the executives of the two dumbbell-based companies that are preparing to manage or participate in decentralized manufacturing organizations and virtual manufacturing companies.