【摘要】：經(jīng)過近二十年來全國范圍內(nèi)的持續(xù)、穩(wěn)定發(fā)展、快速，當(dāng)前階段的中國房地業(yè)已經(jīng)日趨規(guī)范，，市場日趨理性，客戶群體日趨成熟。而伴隨著這樣的理性與成熟，隨之而來的必將是房地產(chǎn)企業(yè)自身的調(diào)整，所謂重新洗牌的分化與整合將不斷深入事實越來越清晰地告訴我們：中國房地產(chǎn)業(yè)的閉著眼睛都能賺錢的暴利時代已經(jīng)一去不返，以往單純地比拼土地資源而疏于管理的時代將再無存在的可能，要想在行業(yè)立足，必須轉(zhuǎn)變觀念，必須實現(xiàn)從重視資源向重視管理方向轉(zhuǎn)變。 結(jié)合當(dāng)前中國房地產(chǎn)行業(yè)的土地資源日漸短缺、國家不斷加大控制行業(yè)泡沫力度及相關(guān)政策不斷出臺的實際情況，中小型房地產(chǎn)企業(yè)要想不被市場淘汰、得以立足繼而持續(xù)發(fā)展，那么走規(guī)模化、跨地域發(fā)展之路已成為必然。如何完成由單一地域開發(fā)向跨地域開發(fā)方向轉(zhuǎn)變？如何由單項目開發(fā)管理模式向多項目開發(fā)管理模式的轉(zhuǎn)變？如何由傳統(tǒng)項目公司組織模式向集團(tuán)化組織模式的轉(zhuǎn)變？這些都給現(xiàn)今中國的房地產(chǎn)企業(yè)、尤其是過渡期的房地產(chǎn)企業(yè)在經(jīng)營管理模式方面提出了更高的要求。 本文在對房地產(chǎn)企業(yè)多項目管理等理論深入分析的基礎(chǔ)上、結(jié)合行業(yè)有代表性企業(yè)的管理實踐以及本人的實踐經(jīng)驗，詳細(xì)地從企業(yè)戰(zhàn)略、組織模式、管理流程、人力資源、文化建設(shè)等方面，對房地產(chǎn)企業(yè)如何應(yīng)對多項目管理的課題進(jìn)行了深入的研究和探討。以期為新形勢下房地產(chǎn)企業(yè)的良性發(fā)展提供有益的啟示。
[Abstract]:After nearly 20 years of sustained, stable development and rapid development in the whole country, the current stage of Chinese real estate industry has become more and more standardized, the market is becoming more rational, and the customer group is becoming more mature. With such rationality and maturity, the adjustment of the real estate enterprise itself will follow. The differentiation and integration of the so-called reshuffle will continue to deepen the fact that it is increasingly clear that the era of huge profits in China's real estate industry, which can make money with its eyes closed, is gone. In the past, it is impossible to exist in the era of simply comparing land resources but neglecting management. In order to establish a foothold in the industry, we must change our ideas and realize the transformation from attaching importance to resources to emphasizing management. In the light of the growing shortage of land resources in China's real estate industry and the state's increasing efforts to control the bubble of the industry and the continuous introduction of related policies, small and medium-sized real estate enterprises want to avoid being eliminated by the market. To be based on sustainable development, then to scale, cross-regional development has become inevitable. How to complete the transition from single regional development to cross-regional development? How to change from single project development management mode to multi project development management mode? How to change from the traditional project company organization mode to the collectivization organization mode? All these put forward higher demands on the management mode of real estate enterprises in China, especially in the transitional period. Based on the deep analysis of the theory of multi-project management of real estate enterprises and combining with the management practice of representative enterprises in the industry and their own practical experience, this paper makes a detailed analysis of the enterprise strategy, organizational model, management process, human resources, and so on. In the aspect of cultural construction, this paper makes a deep research and discussion on how to deal with multi-project management in real estate enterprises. In order to provide beneficial enlightenment for the benign development of real estate enterprises under the new situation.
【學(xué)位授予單位】：北京工業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F299.233.4

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