多项目条件下房地产企业对策研究

发布时间：2018-11-07 15:55

【摘要】：经过近二十年来全国范围内的持续、稳定发展、快速，当前阶段的中国房地业已经日趋规范，市场日趋理性，客户群体日趋成熟。而伴随着这样的理性与成熟，随之而来的必将是房地产企业自身的调整，所谓重新洗牌的分化与整合将不断深入事实越来越清晰地告诉我们：中国房地产业的闭着眼睛都能赚钱的暴利时代已经一去不返，以往单纯地比拼土地资源而疏于管理的时代将再无存在的可能，要想在行业立足，必须转变观念，必须实现从重视资源向重视管理方向转变。结合当前中国房地产行业的土地资源日渐短缺、国家不断加大控制行业泡沫力度及相关政策不断出台的实际情况，中小型房地产企业要想不被市场淘汰、得以立足继而持续发展，那么走规模化、跨地域发展之路已成为必然。如何完成由单一地域开发向跨地域开发方向转变？如何由单项目开发管理模式向多项目开发管理模式的转变？如何由传统项目公司组织模式向集团化组织模式的转变？这些都给现今中国的房地产企业、尤其是过渡期的房地产企业在经营管理模式方面提出了更高的要求。本文在对房地产企业多项目管理等理论深入分析的基础上、结合行业有代表性企业的管理实践以及本人的实践经验，详细地从企业战略、组织模式、管理流程、人力资源、文化建设等方面，对房地产企业如何应对多项目管理的课题进行了深入的研究和探讨。以期为新形势下房地产企业的良性发展提供有益的启示。
[Abstract]:After nearly 20 years of sustained, stable development and rapid development in the whole country, the current stage of Chinese real estate industry has become more and more standardized, the market is becoming more rational, and the customer group is becoming more mature. With such rationality and maturity, the adjustment of the real estate enterprise itself will follow. The differentiation and integration of the so-called reshuffle will continue to deepen the fact that it is increasingly clear that the era of huge profits in China's real estate industry, which can make money with its eyes closed, is gone. In the past, it is impossible to exist in the era of simply comparing land resources but neglecting management. In order to establish a foothold in the industry, we must change our ideas and realize the transformation from attaching importance to resources to emphasizing management. In the light of the growing shortage of land resources in China's real estate industry and the state's increasing efforts to control the bubble of the industry and the continuous introduction of related policies, small and medium-sized real estate enterprises want to avoid being eliminated by the market. To be based on sustainable development, then to scale, cross-regional development has become inevitable. How to complete the transition from single regional development to cross-regional development? How to change from single project development management mode to multi project development management mode? How to change from the traditional project company organization mode to the collectivization organization mode? All these put forward higher demands on the management mode of real estate enterprises in China, especially in the transitional period. Based on the deep analysis of the theory of multi-project management of real estate enterprises and combining with the management practice of representative enterprises in the industry and their own practical experience, this paper makes a detailed analysis of the enterprise strategy, organizational model, management process, human resources, and so on. In the aspect of cultural construction, this paper makes a deep research and discussion on how to deal with multi-project management in real estate enterprises. In order to provide beneficial enlightenment for the benign development of real estate enterprises under the new situation.
【学位授予单位】：北京工业大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F299.233.4

【参考文献】