本文選題：汽車企業(yè) + 自主品牌　； 參考：《天津大學(xué)》2013年碩士論文

【摘要】：改革開放以來,中國經(jīng)濟(jì)得到了快速的發(fā)展。20世紀(jì)90年代后,汽車工業(yè)進(jìn)步顯著,生產(chǎn)數(shù)量和規(guī)模均在快速增長之中,目前已成為世界第四大生產(chǎn)國,并且還具備了自主研發(fā)的能力。在經(jīng)歷了三十年前引進(jìn)外資,合資辦廠,以市場換技術(shù)的時代后,2009年國務(wù)院公布“汽車振興計劃”,明確提出要支持自主品牌的發(fā)展,強(qiáng)調(diào)有優(yōu)購買新能源和自主品牌汽車,并規(guī)定政府用車中的自主品牌所占比例不得低于50%。各大汽車廠商紛紛加入了自主研發(fā)的大軍,自主品牌汽車的上市逐年增加,這也使得汽車企業(yè)的項目由單一管理進(jìn)入多項目并行管理階段。然而在眾多項目進(jìn)行過程中,企業(yè)的資源需求量增大,尤其是人力資源,其管理的好壞直接決定項目的完成質(zhì)量。在多個項目交叉的環(huán)境下,如何有效的分配人力資源就成為了關(guān)鍵所在。本文就一汽轎車現(xiàn)有項目管理中存在的問題,首先對國內(nèi)外已有的研究成果和參考文獻(xiàn)進(jìn)行歸納,提出適合本企業(yè)的研究框架,再借鑒以往多項目人力資源配置的常用方法,對企業(yè)多項目運(yùn)行中的人力資源配置進(jìn)行優(yōu)化。文章有兩部分核心內(nèi)容,第一部分主要分解了企業(yè)中多項目人力資源配置的組織結(jié)構(gòu),不同組織結(jié)構(gòu)對企業(yè)的資源配置所產(chǎn)生的影響,同時建立了面向汽車企業(yè)內(nèi)多項目人資源優(yōu)化配置的組織結(jié)構(gòu),為企業(yè)中的人力資源提供了較好的應(yīng)用平臺。第二部門是利用遺傳算法,建立企業(yè)內(nèi)的人力資源配置模型。成立項目管理室,使其對項目組成員進(jìn)行任務(wù)分工,再建立多項目人力資源配置模型,使用遺傳算法定量計算,使企業(yè)多項目間的人力資源得到優(yōu)化配置。本文利用研究成果,以及優(yōu)化后的人力資源模型,總結(jié)出適用于一汽轎車產(chǎn)品研發(fā)項目中的人力資源配置方案,使多項目間的交流更順暢,人員協(xié)作更融洽,項目進(jìn)程能夠有效得到控制,從而使產(chǎn)品項目在計劃周期內(nèi)投入生產(chǎn),滿足市場銷售需求。
[Abstract]:Since the reform and opening up to the outside world, China's economy has been developing rapidly. Since the 1990s, the automobile industry has made remarkable progress, and the number and scale of production are both growing rapidly. At present, China has become the fourth largest producer country in the world. And also have the ability of independent research and development. After 30 years of introducing foreign capital, joint-venture factories and exchanging markets for technology, in 2009 the State Council announced the "Automobile Revitalization Plan", which explicitly stated the need to support the development of independent brands, emphasizing the purchase of new energy sources and self-branded cars. And government cars in the proportion of independent brands must not be less than 50. Major automobile manufacturers have joined the army of independent research and development, and the listing of self-owned brand cars has increased year by year, which also makes the project of automobile enterprise from single management to multi-project concurrent management stage. However, in the process of many projects, the resource demand of the enterprise is increasing, especially the human resources. The quality of the project is directly determined by the quality of its management. How to allocate human resources effectively becomes the key in the environment of multiple projects. In this paper, the existing problems in FAW car project management are summarized firstly, the research results and references are summarized, and the research framework suitable for this enterprise is put forward, and then the common methods of multi-project human resource allocation in the past are used for reference. Optimize the human resource allocation in multi-project operation. There are two core parts in this paper. The first part mainly decomposes the organizational structure of multi-project human resource allocation in enterprises, and the influence of different organizational structure on the resource allocation of enterprises. At the same time, an organization structure for multi-project human resource optimization in automobile enterprises is established, which provides a better application platform for human resources in enterprises. The second part is the establishment of human resource allocation model using genetic algorithm. The project management room was set up to divide the tasks of the members of the project team, and then the multi-project human resource allocation model was established, and the quantitative calculation with genetic algorithm was used to optimize the allocation of human resources among enterprises. Based on the research results and the optimized human resource model, this paper summarizes the human resource allocation scheme which is suitable for FAW car product research and development project, so that the communication between the multiple projects is more smooth, and the personnel cooperation is more harmonious. The process of the project can be effectively controlled so that the product project can be put into production during the planning cycle to meet the market demand.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.471;F272.92

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