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2006-2007年间,北京奥组委的工作重心成功完成了从以职能部门为主向以场馆为主的“场馆化”转变过程。“场馆化”模式是组织区域化和结果目标导向的产物,它使得奥组委的组织结构更趋扁平化,形成了一种矩阵式的网状结构,从而实现了奥组委职能专业化与办赛特色化的双重目标。北京理工大学体育馆运行团队的案例表明,“场馆化”模式能够提高决策效率,适应现实需要;但是,它也存在沟通障碍和双重领导等问题。通过建立适当交流机制和合理分权等具体措施,这些问题基本得到了解决,确保了场馆的顺利运行和奥运筹办工作的圆满完成。
During 2006-2007, BOCOG successfully completed the shift from “functional departments” to “venue-oriented”. “Venues ” model is the result of regionalization and result-oriented organization of the product, which makes the organizational structure of the Olympic Organizing Committee more flattened, forming a matrix network structure, so as to achieve the functions of the Olympic Organizing Committee The dual goal of characterization and running games. The case of Beijing Polytechnic University Gymnasium operation team shows that the “stadiumization” mode can improve decision-making efficiency and adapt to real needs; however, it also has some problems such as communication barriers and dual leadership. These problems have basically been solved through the establishment of appropriate measures such as the proper exchange mechanism and the decentralization of powers so as to ensure the smooth operation of venues and the successful completion of preparations for the Olympic Games.