基于系统动力学的工程项目组织环境对心理授权的影响研究

发布时间：2017-12-27 14:36

本文关键词：基于系统动力学的工程项目组织环境对心理授权的影响研究　出处：《天津理工大学》2017年硕士论文　论文类型：学位论文

【摘要】：工程项目团队是施工企业工程项目管理的主体,工程项目团队工作积极性的高低和工作质量的优劣将在很大程度上影响项目的最终实施效果。缺乏对环境因素的考虑会造成对工程项目团队两个方面的影响:一方面建设工程项目时间跨度长、外界影响因素多,受到投资、时间、质量等多种约束条件的严格限制,并且由多个阶段和部分有机组合而成,其中任何一个阶段或部分出问题,就会影响到整个项目目标的实现,增加项目管理的不确定因素;另一方面项目技术要求程度高、缺乏完善的项目管理体制,项目管理需要各方面的人员临时组织成一个团队,要求全体人员能够综合运用包括专业技术、经济、法律等多种学科知识,步调一致地进行工作,随时解决工程实际中发生的问题。工程项目管理复杂的难题,决定了实现“刚柔并济”激励方式的动态性、适应性的需要,因此心理授权多变量之间的反馈机制和动态的研究具有重要的实践意义。本研究从系统的角度对工程项目组织环境下团队成员心理授权水平进行研究。本研究首先对组织环境的概念和内容进行阐述,并结合文献分析诠释了组织环境可从制度因素、资源因素、文化环境因素三方面进行深入研究。然后,本研究根据这三方面设计了访谈问卷的结构设计,并对中建、中铁大型施工企业的项目团队进行详细访谈,确定了影响工程项目团队成员心理授权的组织环境的主要因素:领导授权行为、组织制度、团队氛围和组织支持。最后,应用系统动力学方法,以社会认知理论为基础,并结合相关文献研究结果,构建了心理授权的工程项目组织环境系统动力学模型,结合典型的管理问题对模型进行计算机仿真模拟,分析了领导授权行为、组织制度、物质激励和精神激励对心理授权水平的变化,为工程项目管理提供更具实践意义的决策支持。通过对心理授权的系统动力学模型进行情境模拟,本研究有以下发现:第一,在多变量交互作用下心理授权水平表现出不同。当组织集权化程度高时交易型领导对心理授权的影响强于变革型领导,但是当组织集权化程度低时变革型领导对心理授权的影响强于交易型领导;高精神激励都表现出对心理授权的促进作用,并且高精神激励的人员在物质激励的影响下,心理授权维持在了一定的水平,这种仿真区别于其他的三种情境。第二,研究能够反映出组织环境变量的不断影响下,心理授权变化情况。随着组织制度控制程度的不断增强,心理授权水平不断增强达到一定的平衡值,伴随着组织制度控制程度的增强,心理授权水平随后呈下降趋势;随着物质激励的增高,心理授权水平不断增强,随后呈现出下降的趋势。
[Abstract]:The engineering team is the main body of the construction project management. The enthusiasm and quality of the project team will greatly affect the final implementation effect of the project. The lack of consideration of environmental factors will affect the performance of the two aspects of the project team: on the one hand, the construction project time span, external influencing factors, restricted by the investment, time, quality and other constraints, and machine combination is composed of multiple stages and parts, one stage or part of the problem, it will affect the realization of the objectives of the project to increase the uncertainty of project management requirements; on the other hand the project technical level is high, the lack of perfect project management system, project management requires all aspects of temporary personnel organized into a team, asked all the staff to make comprehensive use of Technology and economy, including professional the law and other disciplines of knowledge, work to solve practical engineering to keep step with, the problems arising in. The complex problem of engineering project management determines the need for dynamic and adaptability of the way of "rigid, flexible and harmonious" incentive. Therefore, the research of feedback mechanism and dynamic research between psychological variables is of great practical significance. This study is a systematic study of the psychological authorization level of the team members under the organizational environment of the project. First, the concept and content of organizational environment are expounded. Combined with literature analysis, the three aspects of organizational environment can be further studied from institutional factors, resource factors and cultural environment factors. Then, the research and design of the structure design of the questionnaire according to these three aspects, and detailed interviews in the construction, China Railway large construction enterprise project team, determine the main factors affecting the organizational environment team psychological empowerment project: leader empowering behavior, organizational system, organizational support and team atmosphere. Finally, system dynamics, based on social cognitive theory, and combined with the literature research results, construct the project dynamic organizational environment system model of psychological empowerment, combined with the typical management problems of the computer simulation of the model, analyzes the leader empowering behavior, organizational system, material and spiritual incentive to the level of psychological empowerment change, provide more practical decision support for engineering project management. Based on the simulation of the psychological empowerment system dynamics model, we find the following findings: firstly, the mental empowerment level is different under the multivariable interaction. When the high degree of centralization of transactional leadership on psychological empowerment in transformational leadership, but when the degree of centralization is low transformational leadership on psychological empowerment is stronger than transactional leadership; high spiritual incentive are shown to promote the role of psychological empowerment, and high spirit incentive personnel in material incentive under the psychological empowerment maintained at a certain level, the simulation is different from the three situations of the other. Second, the study can reflect the change of Psychological Empowerment under the constant influence of the organizational environment variables. With the increasing degree of organization control system, continue to enhance the level of psychological empowerment to reach a certain equilibrium value, along with the enhancement of the degree of control system, the level of psychological empowerment then decreased; with the increase of material motivation, psychological empowerment level unceasing enhancement, then showed a downward trend.
【学位授予单位】：天津理工大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.92;F272.92;B842

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