新的时代背景下，中国快速发展的市场经济步入了新的阶段，在此背景下，中国国有经济进入到了关键阶段。在经济全球一体化、市场信息共享化以及技术研发更新加快的今天，如何通过快速调整国有企业组织架构，进一步释放社会生产力，促使国有企业在变化莫测的外部环境下，保持经济的稳定性和长期可持续发展成为企业管理者共同关注的首要问题。 本文通过实证研究、权变学派的组织理论，以及企业文化的相关模型分析，以国有企业深化改革为背景，以北京市某国有房地产公司组织结构调整为案例，从影响组织结构因素的企业战略方向、领导者能力、企业文化建设视角等，对A公司现行的集团式组织架构进行研究与分析。 通过对组织结构影响因素的问题分析，减少公司组织结构调整所带来的阻力，缩短企业适应外部市场环境的速度，加快公司深化改革的进程。最终通过企业管理理论和企业组织结构的演变过程分析，以人为本的管理理念最终将是各个企业管理流派殊途同归的共识。

Against the brand new background, China’s boosting market economy has entered a new crucial phase that indicates the turning point of the country’s state-owned businesses. For enterprise managers, the major concerns in this context, under the globalized, informationalized and technicalized circumstances, are how to implement efficient organizational adjustments and how to further release productivity, thus to ensure a stable and sustainable economic development in an unpredictable market environment. By applying the organization theories of the empirical studies and contingency school, and results of relevant model analysis of different enterprise cultures, and based on deepening reforms taken place among state-owned enterprises, the author has taken the organizational reform of a state-owned real estate company in Beijing as the research object and thus conducted deep-going analysis and discussion on the company’s syndicated organizational structure from the perspectives of strategic directions, leadership and enterprise cultural construction. Through the analysis of the influential factors of an enterprise’s organizational structure, the author suggests that, while diminishing the resistance brought by relevant adjustments, a company should keep in pace with the changing market environment and thus accelerate the deepening reform on itself. It is necessary for modern enterprises, especially those outstanding ones, to implement the people-oriented management philosophy. And from the evolution process of an enterprise’s managerial theories and organizational structure, it should become a consensus that even there are different managerial methods, the core of them should all be people themselves.