X房地产公司战略转型中的内部管理问题研究

发布时间：2018-01-29 20:51

本文关键词： 房地产公司管理组织架构部门职责操作流程战略转型　出处：《南京师范大学》2013年硕士论文　论文类型：学位论文

【摘要】：近年来,房地产市场发展迅速,不断涌现出一些优秀的房地产开发公司,他们突破了地域限制,进行更广区域的布局,随着项目管理数量不断增加,项目管理半径越来越大,公司已不能同时承担项目操作者和管理者两个角色,房地产开发公司从“项目公司”的单一管理模式向“房地产总部一区域公司”的授权型管理方式进行转型成为必然选择。本文研究的主要内容是如何根据公司确定的新的战略目标和内外部环境要求对公司的管理体系进行调整,使x公司顺利完成由一个半市场开发的房地产公司向一个长期进行保障房开发企业的转型。本文主要采用了SWOT分析法、对比分析法、问卷调查法、统计分析法等方法,通过对x公司战略举措进行明晰,对公司的管理体系进行调整,对各部门的操作流程进行优化,解决公司目前存在的各个部门之间配合不密切、各专业数据库不完善、公司资源调配不合理、人力资源匮乏等问题,使公司在完成保障房开发任务的同时,积累丰富的开发经验。本文在研究国内优秀房地产企业管理模式现状的基础上,详细介绍了x公司的基本情况,重点分析x公司在战略转型过程中,内部管理体系上存在的主要问题及产生的原因,在了解了X公司存在的主要问题后,提出X公司内部管理调整方案。针对X公司目前人员紧张、项目建设任务重的情况,制定了详细的方案落地配套措施,主要包括制定实施计划、人力资源保障措施、审计控制、绩效考核与薪酬管理。
[Abstract]:In recent years, with the rapid development of the real estate market, a number of outstanding real estate development companies have emerged. They have broken through the geographical restrictions and carried out a wider regional layout, with the increasing number of project management. As the radius of project management becomes larger and larger, the company can no longer assume the roles of both the project operator and the manager at the same time. Real Estate Development Corporation moves from a single Management Model of "Project Company" to "a Regional Company with Real Estate headquarters" The main content of this paper is how to adjust the management system of the company according to the new strategic objectives and the internal and external environment requirements. Make x company successfully complete the transformation from a semi-market real estate company to a long-term indemnificatory apartment development enterprise. This paper mainly adopts SWOT analysis method, contrast analysis method and questionnaire method. By means of statistical analysis and other methods, the strategic measures of x company are clarified, the management system of the company is adjusted, and the operation flow of each department is optimized. Solve the company's current existing departments between the coordination is not close, each professional database is not perfect, the company resource allocation is unreasonable, human resources shortage and other issues, so that the company in the completion of indemnificatory apartment development task at the same time. On the basis of studying the current situation of domestic excellent real estate enterprise management mode, this paper introduces the basic situation of x company in detail, and analyzes the process of strategic transformation of x company. The main problems in the internal management system and the causes, after understanding the main problems of X company, put forward the internal management adjustment scheme of X company. In the case of heavy project construction task, detailed measures are made, including implementation plan, human resource guarantee measure, audit control, performance appraisal and salary management.
【学位授予单位】：南京师范大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F299.233.4

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