我国石油企业海外项目组织冲突管理研究

发布时间：2018-05-14 03:11

本文选题：组织冲突 + 海外项目　；参考：《中国石油大学（华东）》2013年硕士论文

【摘要】：我国石油企业在“走出去”战略方针指引下，积极探寻海外市场，加大海外市场投资，，以弥补国内油气供需不平衡。但是海外环境因为政治、经济、军事、文化、宗教信仰等与我国存在差异，以及石油工程项目自身的高风险、高技术要求、协调困难等的特点导致组织中由于双方信仰、价值观、情绪等的不同发生冲突的概率明显增加，还有我国员工在海外项目上也可能因为资源稀缺、权力不对等而发生的冲突。论文的主要内容包括五个部分，第一部分：介绍了组织冲突相关理论、工程项目管理相关理论及工程项目组织冲突相关理论；第二部分：阐述了我国海外石油工程项目组织冲突的现状，其具体内容包括海外石油工程项目组织冲突的现象识别、存在的问题及海外石油工程项目组织冲突原因的分析；第三部分：分别介绍了国外企业在不同国家开展的组织冲突管理的经验基础，具体包括：在组织冲突中加强对信息沟通的控制；加强上下级沟通；项目高层管理者重视组织冲突管理以及加强冲突预防；第四部分：在上述问题原因分析及经验借鉴的基础上给出了加强我国石油企业海外工程项目组织冲突管理的对策；第五部分：结论，对全文的内容进行总结。论文最后提出的具体措施包括资源国环境对组织冲突的影响研究；加强对建设性冲突与破坏性冲突的协调，更新组织冲突管理理念，激发建设性组织冲突；加强组织冲突的动态管理和常态化管理；加强第三方调解与干预策略；丰富并合理使用石油企业海外项目组织冲突协调的模式。
[Abstract]:Guided by the "going out" strategy, Chinese petroleum enterprises actively explore overseas markets and increase investment in overseas markets in order to make up for the imbalance between domestic oil and gas supply and demand. However, due to the differences in political, economic, military, cultural and religious beliefs between the overseas environment and China, as well as the high risk, high technology requirements, and difficulties in coordination of petroleum engineering projects themselves, the two sides of the organization have faith in each other. The odds of conflicting values, emotions, and so on have increased significantly, as well as conflicts among Chinese employees on overseas projects due to scarcity of resources and unequal power. The main contents of this paper include five parts. The first part introduces the theory of organizational conflict, the theory of project management and the theory of organizational conflict of engineering project. The second part: the present situation of the overseas petroleum engineering project organization conflict in our country, including the phenomenon identification of the overseas petroleum engineering project organization conflict, the existing problem and the analysis of the reason of the overseas petroleum engineering project organization conflict. The third part introduces the experiences of foreign enterprises in the management of organizational conflict in different countries, including: strengthening the control of information communication in the organizational conflict, strengthening the communication between superior and subordinate; The project senior managers attach importance to organizational conflict management and strengthen conflict prevention. The fourth part: on the basis of the analysis of the above problems and experience, the countermeasures to strengthen the conflict management of overseas engineering projects in oil enterprises of our country are put forward. The fifth part: the conclusion, carries on the summary to the full text content. The specific measures proposed in the paper include the study of the impact of resource country environment on organizational conflict, the strengthening of coordination between constructive conflict and destructive conflict, the renewal of organizational conflict management concept, and the stimulation of constructive organizational conflict. We should strengthen the dynamic and regular management of organizational conflict, strengthen the strategy of third party mediation and intervention, and enrich and rationally use the mode of conflict coordination of overseas projects in oil enterprises.
【学位授予单位】：中国石油大学（华东）
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F426.22;F272.3;F125

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