北京市K公司施工项目团队管理问题研究

发布时间：2018-04-21 03:00

本文选题：团队管理 + 施工项目　；参考：《吉林大学》2017年硕士论文

【摘要】：随着经济的发展,世界各国逐渐引进项目管理模式,各大企业组建项目团队进行项目管理。改革开放以来,我国各方面事业迅猛发展,团队管理模式被广泛采用,并取得了显著效果。建筑施工行业普遍采用项目管理模式,施工企业组建项目经理部对项目进行管理,以期使施工项目顺利交付使用。项目经理部是施工项目的管理团队,项目经理部的管理直接关乎项目目标实现。施工项目与其他项目相比,有其自身特点,投资数额大、施工周期长、施工现场利益相关方多、工程信息量大、目标控制动态因素多,正是因为这些特点导致管理难度大、成本高。高效团队管理对施工项目管理来说具有十分重要的意义:首先,明确目标,团结协作;其次,分工明确,责、权、利明晰;第三,协调施工现场各方关系,加强沟通,降低成本;第四,增强团队凝聚力,充分发挥团队合力大于个人力量之和的效用;最后,真正实现团队管理为项目管理的增值作用。本文对K公司“龙腾家园”施工项目团队管理问题进行研究,在理论指导下,结合实际,发现项目团队管理在取得业绩的同时,仍存在一定问题。例如,团队具体目标不明确,团队成员职责不明晰,团队沟通效率低,团队写作能力差,团队凝聚力不强,团队成员整体职业能力偏低等。通过分析,找出存在问题的原因,并给出提高“龙腾家园”项目团队管理水平的策略是本文的研究目的,希望能为k公司项目团队管理贡献绵薄之力。本文分为四个部分:第一部分,从整体上给出文章的选题背景、研究意义、文献综述和结构安排;第二部分,对项目团队管理相关理论进行梳理,为后文提供理论指导;第三、四部分是本文研究重点,第三部分给出K公司施工项目团队管理现状、存在问题,并分析产生团队管理问题的原因,为后文解决对策提供依据;第四部分,着重给出K公司施工项目团队管理问题的解决策略,从领导力建设、团队文化建设、沟通管理、冲突管理、绩效管理、激励机制、团队培训等角度给出对策。
[Abstract]:With the development of economy, various countries in the world have gradually introduced the project management model, each big enterprise forms the project team to carry on the project management. Since the reform and opening up, all aspects of the cause of rapid development, team management model has been widely used, and achieved remarkable results. The construction industry generally adopts the project management mode, and the construction enterprise sets up the project management department to manage the project, in order to make the construction project to be delivered smoothly. The project management department is the management team of the construction project. The management of the project manager department is directly related to the realization of the project objectives. Compared with other projects, construction projects have their own characteristics, such as large amount of investment, long construction period, more stakeholders in the construction site, large amount of engineering information and many dynamic factors of target control. It is precisely because of these characteristics that the management is very difficult. The cost is high. Efficient team management is of great significance to the construction project management: first, clear objectives, unity and cooperation; second, clear division of labor, responsibility, power, clear interest; third, coordinate the construction site relations, strengthen communication, Reduce costs; fourth, enhance team cohesion, give full play to the team force more than the sum of individual power utility; finally, truly achieve team management for project management value added. This paper studies the management of "Longtenjiayuan" construction project team in K Company. Under the guidance of theory and practice, it is found that there are still some problems in project team management. For example, the specific objectives of the team are not clear, the responsibilities of the team members are not clear, the team communication efficiency is low, the team writing ability is poor, the team cohesion is not strong, the team member's overall professional ability is on the low side and so on. Through the analysis, find out the reason of the problems, and give the strategy to improve the project team management level of "Longteng Home" is the purpose of this paper, hoping to contribute a small contribution to the project team management of k Company. This paper is divided into four parts: the first part gives the background, research significance, literature review and structure arrangement of the article; the second part, the related theories of project team management are combed to provide theoretical guidance for the following articles; third, The fourth part is the focus of this paper, the third part gives the current situation of construction project team management in K Company, the existing problems, and analyzes the causes of the team management problems, to provide the basis for the future solutions; the fourth part, The strategy of solving the problem of construction project team management in K company is given, and the countermeasures are given from the aspects of leadership construction, team culture construction, communication management, conflict management, performance management, incentive mechanism, team training and so on.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.92

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