GE IC695CPE400CA

由于通用电气公司经营多样化，品种规格繁杂，市场竞争激烈，它在企业组织管理方面也积极从事改革。50年代初，该公司就完全采用了“分权的事业部制”。当时，整个公司一共分为20个事业部。每个事业部各自独立经营，单独核算。以后随着时间的推移，企业经营的需要，该公司对组织机构不断进行调整。1963年，当波契（Boych）接任董事长时，公司的组织机构共计分为5个集团组、25个分部和110个部门。当时公司销售正处于停滞时期，五年内销售额大约只有50亿美元。到1967年以后，公司的经营业务增长迅速，几乎每一个集团组的销售额都达16亿美元。波契认为业务扩大之后，原有的组织机构已不能适应。于是把5个集团组扩充到10个，把25个分部扩充到50个，110个部门扩充到170个。他还改组了领导机构的成员，指派了8个新的集团总经理、33个分部经理和100个新的部门领导。同时还成立了由5人组成的董事会，他们的职责是监督整个公司，并为公司制定比较长期的基本战略。

Due to its diversified business operations, complex variety specifications, and fierce market competition, General Electric Company is also actively engaged in reforms in enterprise organization and management. In the early 1950s, the company completely adopted a "decentralized division system". At that time, the entire company was divided into 20 business units. Each business unit operates independently and accounts separately. As time goes by and the company needs to operate, it will continuously adjust its organizational structure. In 1963, when Boych took over as chairman, the company's organizational structure was divided into 5 group groups, 25 branches, and 110 departments. At that time, the company's sales were at a standstill, with sales of only about $5 billion within five years. After 1967, the company's business grew rapidly, with almost every group's sales reaching $1.6 billion. Bocci believes that after the expansion of the business, the original organizational structure can no longer adapt. So we expanded 5 group groups to 10, 25 branches to 50, and 110 departments to 170. He also reorganized the members of the leadership structure and appointed 8 new group general managers, 33 branch managers, and 100 new department leaders. At the same time, a board of directors consisting of five people was established, whose responsibility is to supervise the entire company and develop a relatively long-term basic strategy for the company.