本文選題：組織沖突 + 海外項(xiàng)目�。� 參考：《中國石油大學(xué)（華東）》2013年碩士論文

【摘要】：我國石油企業(yè)在“走出去”戰(zhàn)略方針指引下，積極探尋海外市場(chǎng)，加大海外市場(chǎng)投資，，以彌補(bǔ)國內(nèi)油氣供需不平衡。但是海外環(huán)境因?yàn)檎�、�?jīng)濟(jì)、軍事、文化、宗教信仰等與我國存在差異，以及石油工程項(xiàng)目自身的高風(fēng)險(xiǎn)、高技術(shù)要求、協(xié)調(diào)困難等的特點(diǎn)導(dǎo)致組織中由于雙方信仰、價(jià)值觀、情緒等的不同發(fā)生沖突的概率明顯增加，還有我國員工在海外項(xiàng)目上也可能因?yàn)橘Y源稀缺、權(quán)力不對(duì)等而發(fā)生的沖突。 論文的主要內(nèi)容包括五個(gè)部分，第一部分：介紹了組織沖突相關(guān)理論、工程項(xiàng)目管理相關(guān)理論及工程項(xiàng)目組織沖突相關(guān)理論；第二部分：闡述了我國海外石油工程項(xiàng)目組織沖突的現(xiàn)狀，其具體內(nèi)容包括海外石油工程項(xiàng)目組織沖突的現(xiàn)象識(shí)別、存在的問題及海外石油工程項(xiàng)目組織沖突原因的分析；第三部分：分別介紹了國外企業(yè)在不同國家開展的組織沖突管理的經(jīng)驗(yàn)基礎(chǔ)，具體包括：在組織沖突中加強(qiáng)對(duì)信息溝通的控制；加強(qiáng)上下級(jí)溝通；項(xiàng)目高層管理者重視組織沖突管理以及加強(qiáng)沖突預(yù)防；第四部分：在上述問題原因分析及經(jīng)驗(yàn)借鑒的基礎(chǔ)上給出了加強(qiáng)我國石油企業(yè)海外工程項(xiàng)目組織沖突管理的對(duì)策；第五部分：結(jié)論，對(duì)全文的內(nèi)容進(jìn)行總結(jié)。 論文最后提出的具體措施包括資源國環(huán)境對(duì)組織沖突的影響研究；加強(qiáng)對(duì)建設(shè)性沖突與破壞性沖突的協(xié)調(diào)，更新組織沖突管理理念，激發(fā)建設(shè)性組織沖突；加強(qiáng)組織沖突的動(dòng)態(tài)管理和常態(tài)化管理；加強(qiáng)第三方調(diào)解與干預(yù)策略；豐富并合理使用石油企業(yè)海外項(xiàng)目組織沖突協(xié)調(diào)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.
【學(xué)位授予單位】：中國石油大學(xué)（華東）
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.22;F272.3;F125

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