本文選題：勝任力模型 + 建筑工程項目經(jīng)理��； 參考：《昆明理工大學(xué)》2013年碩士論文

【摘要】：當(dāng)前,我國建筑行業(yè)雖然處于快速發(fā)展階段,但建筑施工企業(yè)的過分增長,加劇了建筑市場的競爭態(tài)勢,優(yōu)勝劣汰,兼并,收購成為建筑企業(yè)必然的趨勢。建筑企業(yè)若想能在激烈的市場競爭中生存與發(fā)展,不僅要考慮公司的經(jīng)營管理問題,而且應(yīng)保證每一個承建的工程項目能夠成功。一個成功的工程項目不僅能夠達(dá)到工程既定的工期、質(zhì)量、成本目標(biāo),而且能給建筑企業(yè)帶來良好的經(jīng)濟(jì)效益與社會效益,為企業(yè)樹立良好的品牌形象。建筑工程項目相對于同等規(guī)模的其它工程項目來說是利潤最小的,如何在狹小的利潤空間為建筑企業(yè)盈利,取決于項目管理團(tuán)隊的項目管理水平。建筑工程項目經(jīng)理作為項目管理團(tuán)隊的領(lǐng)導(dǎo)者,是建筑工程項目的最高管理者、指揮官、責(zé)任人,對建筑工程項目的成敗起著至關(guān)重要的作用。于是,選聘一位能夠真正勝任建筑工程項目經(jīng)理一職的人選,成為建筑工程項目成功的關(guān)鍵。 基于目前我國建筑公司對于建筑工程項目經(jīng)理的選聘流程不夠規(guī)范,選聘標(biāo)準(zhǔn)不夠科學(xué),評選方式不夠合理這三點問題,本文提出了基于勝任力模型的建筑工程項目經(jīng)理甄選模式。在搜集、分析了大量相關(guān)文獻(xiàn)資料的基礎(chǔ)上,本文提出了建筑工程項目經(jīng)理的通用勝任力模型,探討基于勝任素質(zhì)的建筑工程項目經(jīng)理甄選。論文以JG公司為例,根據(jù)公司的戰(zhàn)略目標(biāo)和建筑項目特點,確定JG公司建筑工程項目經(jīng)理勝任力模型,理論結(jié)合實際運(yùn)用層次分析法和模糊物元分析法甄選建筑工程項目經(jīng)理。研究為建筑企業(yè)甄選建筑工程項目經(jīng)理提供了理論指導(dǎo)和操作演示。
[Abstract]:At present, although the construction industry of our country is in the stage of rapid development, the excessive growth of the construction enterprises has intensified the competitive situation of the construction market, the survival of the fittest, mergers and acquisitions have become the inevitable trend of the construction enterprises.If the construction enterprises want to survive and develop in the fierce market competition, they should not only consider the management of the company, but also guarantee the success of each project.A successful project can not only achieve the target of project duration, quality and cost, but also bring good economic and social benefits to the construction enterprise, and set up a good brand image for the enterprise.Compared with other projects of the same scale, construction projects are the least profitable. How to make profits for the construction enterprises in the narrow profit space depends on the project management level of the project management team.As the leader of the project management team, the construction project manager is the top manager, commander and responsible person of the construction project, which plays an important role in the success or failure of the construction project.Therefore, it is the key to the success of a construction project to hire a person who is truly qualified for the position of construction project manager.Based on the fact that the process of selecting and hiring construction project managers in China's construction companies is not standardized, the criteria for selecting and hiring are not scientific, and the selection methods are not reasonable enough,In this paper, the selection model of project manager based on competency model is proposed.On the basis of collecting and analyzing a lot of related documents, this paper puts forward the general competency model of construction project manager, and discusses the selection of construction project manager based on competence.Taking JG Company as an example, according to the company's strategic objectives and the characteristics of construction projects, this paper determines the competency model of construction project managers in JG Company, and selects the construction project managers by using AHP and fuzzy matter-element analysis in theory and practice.The research provides theoretical guidance and operational demonstration for the selection of construction project managers in construction enterprises.
【學(xué)位授予單位】：昆明理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.91;F426.92

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 傅為忠;陳方e，

本文編號：1766137