本文關鍵詞： 房地產(chǎn)公司 管理組織架構 部門職責 操作流程 戰(zhàn)略轉型　出處：《南京師范大學》2013年碩士論文　論文類型：學位論文

【摘要】：近年來,房地產(chǎn)市場發(fā)展迅速,不斷涌現(xiàn)出一些優(yōu)秀的房地產(chǎn)開發(fā)公司,他們突破了地域限制,進行更廣區(qū)域的布局,隨著項目管理數(shù)量不斷增加,項目管理半徑越來越大,公司已不能同時承擔項目操作者和管理者兩個角色,房地產(chǎn)開發(fā)公司從“項目公司”的單一管理模式向“房地產(chǎn)總部一區(qū)域公司”的授權型管理方式進行轉型成為必然選擇。本文研究的主要內容是如何根據(jù)公司確定的新的戰(zhàn)略目標和內外部環(huán)境要求對公司的管理體系進行調整,使x公司順利完成由一個半市場開發(fā)的房地產(chǎn)公司向一個長期進行保障房開發(fā)企業(yè)的轉型。本文主要采用了SWOT分析法、對比分析法、問卷調查法、統(tǒng)計分析法等方法,通過對x公司戰(zhàn)略舉措進行明晰,對公司的管理體系進行調整,對各部門的操作流程進行優(yōu)化,解決公司目前存在的各個部門之間配合不密切、各專業(yè)數(shù)據(jù)庫不完善、公司資源調配不合理、人力資源匱乏等問題,使公司在完成保障房開發(fā)任務的同時,積累豐富的開發(fā)經(jīng)驗。本文在研究國內優(yōu)秀房地產(chǎn)企業(yè)管理模式現(xiàn)狀的基礎上,詳細介紹了x公司的基本情況,重點分析x公司在戰(zhàn)略轉型過程中,內部管理體系上存在的主要問題及產(chǎn)生的原因,在了解了X公司存在的主要問題后,提出X公司內部管理調整方案。針對X公司目前人員緊張、項目建設任務重的情況,制定了詳細的方案落地配套措施,主要包括制定實施計劃、人力資源保障措施、審計控制、績效考核與薪酬管理。
[Abstract]:In recent years, with the rapid development of the real estate market, a number of outstanding real estate development companies have emerged. They have broken through the geographical restrictions and carried out a wider regional layout, with the increasing number of project management. As the radius of project management becomes larger and larger, the company can no longer assume the roles of both the project operator and the manager at the same time. Real Estate Development Corporation moves from a single Management Model of "Project Company" to "a Regional Company with Real Estate headquarters" The main content of this paper is how to adjust the management system of the company according to the new strategic objectives and the internal and external environment requirements. Make x company successfully complete the transformation from a semi-market real estate company to a long-term indemnificatory apartment development enterprise. This paper mainly adopts SWOT analysis method, contrast analysis method and questionnaire method. By means of statistical analysis and other methods, the strategic measures of x company are clarified, the management system of the company is adjusted, and the operation flow of each department is optimized. Solve the company's current existing departments between the coordination is not close, each professional database is not perfect, the company resource allocation is unreasonable, human resources shortage and other issues, so that the company in the completion of indemnificatory apartment development task at the same time. On the basis of studying the current situation of domestic excellent real estate enterprise management mode, this paper introduces the basic situation of x company in detail, and analyzes the process of strategic transformation of x company. The main problems in the internal management system and the causes, after understanding the main problems of X company, put forward the internal management adjustment scheme of X company. In the case of heavy project construction task, detailed measures are made, including implementation plan, human resource guarantee measure, audit control, performance appraisal and salary management.
【學位授予單位】：南京師范大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F299.233.4

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