本文選題：團(tuán)隊(duì)管理 + 施工項(xiàng)目��； 參考：《吉林大學(xué)》2017年碩士論文

【摘要】：隨著經(jīng)濟(jì)的發(fā)展,世界各國(guó)逐漸引進(jìn)項(xiàng)目管理模式,各大企業(yè)組建項(xiàng)目團(tuán)隊(duì)進(jìn)行項(xiàng)目管理。改革開放以來(lái),我國(guó)各方面事業(yè)迅猛發(fā)展,團(tuán)隊(duì)管理模式被廣泛采用,并取得了顯著效果。建筑施工行業(yè)普遍采用項(xiàng)目管理模式,施工企業(yè)組建項(xiàng)目經(jīng)理部對(duì)項(xiàng)目進(jìn)行管理,以期使施工項(xiàng)目順利交付使用。項(xiàng)目經(jīng)理部是施工項(xiàng)目的管理團(tuán)隊(duì),項(xiàng)目經(jīng)理部的管理直接關(guān)乎項(xiàng)目目標(biāo)實(shí)現(xiàn)。施工項(xiàng)目與其他項(xiàng)目相比,有其自身特點(diǎn),投資數(shù)額大、施工周期長(zhǎng)、施工現(xiàn)場(chǎng)利益相關(guān)方多、工程信息量大、目標(biāo)控制動(dòng)態(tài)因素多,正是因?yàn)檫@些特點(diǎn)導(dǎo)致管理難度大、成本高。高效團(tuán)隊(duì)管理對(duì)施工項(xiàng)目管理來(lái)說(shuō)具有十分重要的意義:首先,明確目標(biāo),團(tuán)結(jié)協(xié)作;其次,分工明確,責(zé)、權(quán)、利明晰;第三,協(xié)調(diào)施工現(xiàn)場(chǎng)各方關(guān)系,加強(qiáng)溝通,降低成本;第四,增強(qiáng)團(tuán)隊(duì)凝聚力,充分發(fā)揮團(tuán)隊(duì)合力大于個(gè)人力量之和的效用;最后,真正實(shí)現(xiàn)團(tuán)隊(duì)管理為項(xiàng)目管理的增值作用。本文對(duì)K公司“龍騰家園”施工項(xiàng)目團(tuán)隊(duì)管理問(wèn)題進(jìn)行研究,在理論指導(dǎo)下,結(jié)合實(shí)際,發(fā)現(xiàn)項(xiàng)目團(tuán)隊(duì)管理在取得業(yè)績(jī)的同時(shí),仍存在一定問(wèn)題。例如,團(tuán)隊(duì)具體目標(biāo)不明確,團(tuán)隊(duì)成員職責(zé)不明晰,團(tuán)隊(duì)溝通效率低,團(tuán)隊(duì)寫作能力差,團(tuán)隊(duì)凝聚力不強(qiáng),團(tuán)隊(duì)成員整體職業(yè)能力偏低等。通過(guò)分析,找出存在問(wèn)題的原因,并給出提高“龍騰家園”項(xiàng)目團(tuán)隊(duì)管理水平的策略是本文的研究目的,希望能為k公司項(xiàng)目團(tuán)隊(duì)管理貢獻(xiàn)綿薄之力。本文分為四個(gè)部分:第一部分,從整體上給出文章的選題背景、研究意義、文獻(xiàn)綜述和結(jié)構(gòu)安排;第二部分,對(duì)項(xiàng)目團(tuán)隊(duì)管理相關(guān)理論進(jìn)行梳理,為后文提供理論指導(dǎo);第三、四部分是本文研究重點(diǎn),第三部分給出K公司施工項(xiàng)目團(tuán)隊(duì)管理現(xiàn)狀、存在問(wèn)題,并分析產(chǎn)生團(tuán)隊(duì)管理問(wèn)題的原因,為后文解決對(duì)策提供依據(jù);第四部分,著重給出K公司施工項(xiàng)目團(tuán)隊(duì)管理問(wèn)題的解決策略,從領(lǐng)導(dǎo)力建設(shè)、團(tuán)隊(duì)文化建設(shè)、溝通管理、沖突管理、績(jī)效管理、激勵(lì)機(jī)制、團(tuán)隊(duì)培訓(xùn)等角度給出對(duì)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.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.92

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