本文選題：工程項(xiàng)目 + 項(xiàng)目團(tuán)隊(duì)　； 參考：《東北石油大學(xué)》2014年碩士論文

【摘要】：A公司是高速發(fā)展中的企業(yè)。目前，在其工程項(xiàng)目管理中主要采用項(xiàng)目團(tuán)隊(duì)化管理模式，，工程項(xiàng)目團(tuán)隊(duì)的整體素質(zhì)對(duì)于企業(yè)發(fā)展來(lái)說(shuō)至關(guān)重要。為適應(yīng)市場(chǎng)的需要，該企業(yè)在管理中不斷探索和創(chuàng)新，在工程項(xiàng)目管理中積累了豐富的經(jīng)驗(yàn)，但同時(shí)也遇到了諸多問題，其中最主要的就是工程項(xiàng)目管理中的團(tuán)隊(duì)建設(shè)問題。如何加強(qiáng)工程項(xiàng)目團(tuán)隊(duì)建設(shè)，從而適應(yīng)行業(yè)發(fā)展的快速變化，是A公司面臨的重要難題。 本文系統(tǒng)整理了國(guó)內(nèi)外相關(guān)學(xué)者，關(guān)于工程項(xiàng)目團(tuán)隊(duì)管理的研究成果，并以此為基礎(chǔ)，構(gòu)建了本文的分析框架和研究重點(diǎn)。本文按提出問題、分析問題的邏輯展開。以A公司工程項(xiàng)目團(tuán)隊(duì)建設(shè)優(yōu)化為研究對(duì)象和研究重點(diǎn)。文章選擇以A公司北六聯(lián)合站擴(kuò)建工程項(xiàng)目團(tuán)隊(duì)為例，采取了調(diào)查問卷、專家咨詢和個(gè)別訪談的形式的方法，從團(tuán)隊(duì)結(jié)構(gòu)、績(jī)效考核、成員溝通和成員培訓(xùn)等方面對(duì)工程項(xiàng)目團(tuán)隊(duì)管理中存在的問題及原因進(jìn)行調(diào)研和分析，發(fā)現(xiàn)人員配置不合理、團(tuán)隊(duì)溝通不暢、團(tuán)隊(duì)考核與激勵(lì)機(jī)制不合理等問題是當(dāng)前A公司工程項(xiàng)目團(tuán)隊(duì)管理中遇到的普遍問題。并以此為基礎(chǔ)，運(yùn)用團(tuán)隊(duì)理論、激勵(lì)理論等相關(guān)理論，提出了A公司工程項(xiàng)目團(tuán)隊(duì)建設(shè)進(jìn)一步優(yōu)化的措施。主要有優(yōu)化組織結(jié)構(gòu)、調(diào)整人員配置；進(jìn)一步完善項(xiàng)目團(tuán)隊(duì)的溝通機(jī)制；在團(tuán)隊(duì)成員培訓(xùn)中應(yīng)堅(jiān)持“全員、全過(guò)程、全方位”的原則，既有利于員工個(gè)人的職業(yè)發(fā)展，又有利于該企業(yè)人力資源素質(zhì)的提升；改變單一的考核模式，設(shè)計(jì)由直接考核、延伸考核和周邊考核構(gòu)成的考核體系；綜合運(yùn)用成就激勵(lì)、能力激勵(lì)、環(huán)境激勵(lì)和物質(zhì)激勵(lì)等多種激勵(lì)手段，豐富工程項(xiàng)目團(tuán)隊(duì)的激勵(lì)形式。
[Abstract]:Company A is a high-speed developing enterprise. At present, the project team management mode is mainly adopted in the engineering project management, and the overall quality of the engineering project team is very important for the development of the enterprise. In order to meet the needs of the market, the enterprise has continuously explored and innovated in the management, accumulated rich experience in the engineering project management, but also encountered many problems, the most important of which is the team building problem in the engineering project management. How to strengthen the construction of engineering project team, so as to adapt to the rapid changes of industry development, is an important problem faced by company A. This paper systematically arranges the research results of project team management at home and abroad, and on the basis of this, constructs the analysis framework and research focus of this paper. In this paper, the logic of the problem is put forward and the logic of the problem is analyzed. To A company engineering project team construction optimization as the research object and research focus. Taking the project team of the North sixth Union Station of Company A as an example, the paper adopts the methods of questionnaire, expert consultation and individual interview, from the aspects of team structure, performance appraisal, etc. Through the investigation and analysis of the problems and reasons in the management of the engineering project team in the aspects of member communication and member training, it is found that the staffing is unreasonable and the communication of the team is not smooth. The unreasonable evaluation and incentive mechanism of the team is a common problem in the engineering project team management of company A at present. On the basis of this, the author puts forward some measures to optimize the construction of engineering project team in company A by using team theory, incentive theory and other relevant theories. It mainly includes optimizing the organizational structure, adjusting the staffing, further perfecting the communication mechanism of the project team, adhering to the principle of "all staff, the whole process and all directions" in the training of the team members, which is beneficial to the personal career development of the employees. It is also conducive to the improvement of the quality of human resources of the enterprise; changing the single assessment mode, designing an examination system composed of direct assessment, extended assessment and peripheral assessment; synthetically using achievement incentive, ability incentive, Environmental incentives and material incentives, such as a variety of incentives to enrich the project team incentive form.
【學(xué)位授予單位】：東北石油大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92;F284

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本文編號(hào)：2072184