中交哈大高速铁路施工团队管理与激励的研究
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摘要
随着全球经济一体化进程的加快,各跨国公司在华项目团队工作方式不断兴起,从而使国内企业项目团队管理意识日益增强,加强项目团队管理已经成为提高企业竞争力的必要选择。作为国家支柱产业之一的铁路施工企业,项目团队是企业最宝贵的资源,面对日趋激烈的市场竞争,要求得生存,保持优势,特别是在铁路施工企业这种高度分散作业和流动民工众多的劳动力密集型行业,创建高绩效项目团队已成为营造良好施工环境,提高企业竞争力的必然趋势。中交哈大高速铁路客运专线工程是中国交通建设股份有限公司进入铁路市场以来,截止目前为止实施的最大单体项目,也是中交从铁路建设生力军向主力军转变的重要标志。因此,对中交哈大高速铁路施工团队管理与激励的研究具有十分重要而积极的现实意义。
首先对项目团队的含义、特征、组织结构形式进行了梳理,主要从影响项目团队有效性的团队组成、团队结构、团队过程、项目任务因素、团队输出、团队内外部要素等方面进行了分析,确定了评价团队有效性的标准,在此基础上构建了项目团队有效性模型。对影响中交哈大高速铁路施工项目团队管理的有效性要素进行了识别和强度分析,从而给出了中交哈大高速铁路施工团队管理与激励的相关对策和建议。
本文的研究方法和结论能够提升中交哈大项目团队的经营业绩,成功实现中交集团内部及外部的有效沟通,促使中交集团机构重组的顺利完成。,本文的相关研究成果与结论不仅对中交哈大高速铁路施工项目团队管理及激励机制的建设和完善有借鉴作用,而且对于其他建筑施工企业的项目团队管理也具有一定的参考作用。
With the acceleration of globaL economic integration, the project team work has been keeping rising in the transnational corporations in China. Consequently, the domestic enterprises start to be aware of the project team management. Strengthening the project team management has become necessary for improving the competitiveness of enterprise. The project team is the most valuable resource for an enterprise. As one of the country's mainstay industry, railway construction enterprises, facing the increasingly fierce market competition, requests its survive and to remain dominant, especially in the railway construction business which is the labor-intensive industry with lots of floating workers for various works. It has been an inevitable trend that creating high performance project team could create a good environment for construction and improve the competitiveness of enterprises. So far, Harbin-Dalian High-Speed Railway is the largest single project since China Communications Construction Company Ltd. entered the railway market. It has been also the important symbol for the company' transformation from the new force to the main force in railway construction industry. Therefore, it has important and practical significance to research the construction team management & encouragement of Harbin-Dalian High-Speed Railway by China Communications Construction Company Ltd.
First of all, the paper indicates the meaning of the project team, characteristics, organizational structure; mainly analyzes the courses impacting the effectiveness of the project team, such as team composition, team structure, team process, project task factors, team output, team internal and external factors, etc.; determines the standards for evaluate the effectiveness of project team; and built the effectiveness model of the project team on these basis. It also recognizes and analyses the elements which has affected the effectiveness of the construction team management of Harbin-Dalian High-Speed Railway by China Communications Construction Company Ltd. Then it gives the relevant countermeasures and suggestions for the construction team management & encouragement of Harbin-Dalian High-Speed Railway by China Communications Construction Company Ltd.
The research methods and conclusions of this paper can enhance the business achievement of Harbin-Dalian High-Speed Railway project by China Communications Construction Company Ltd.; successfully implement the effective internal and external communications for China Communications Construction Company Ltd.; prompt the smooth implementation of structure recombination for China Communications Construction Company Ltd. The relative research results and conclusions of the article could not only improve the management & encouragement of Harbin-Dalian High-Speed Railway project by China Communications Construction Company Ltd., but also provide references for other construction companies.
首先对项目团队的含义、特征、组织结构形式进行了梳理,主要从影响项目团队有效性的团队组成、团队结构、团队过程、项目任务因素、团队输出、团队内外部要素等方面进行了分析,确定了评价团队有效性的标准,在此基础上构建了项目团队有效性模型。对影响中交哈大高速铁路施工项目团队管理的有效性要素进行了识别和强度分析,从而给出了中交哈大高速铁路施工团队管理与激励的相关对策和建议。
本文的研究方法和结论能够提升中交哈大项目团队的经营业绩,成功实现中交集团内部及外部的有效沟通,促使中交集团机构重组的顺利完成。,本文的相关研究成果与结论不仅对中交哈大高速铁路施工项目团队管理及激励机制的建设和完善有借鉴作用,而且对于其他建筑施工企业的项目团队管理也具有一定的参考作用。
With the acceleration of globaL economic integration, the project team work has been keeping rising in the transnational corporations in China. Consequently, the domestic enterprises start to be aware of the project team management. Strengthening the project team management has become necessary for improving the competitiveness of enterprise. The project team is the most valuable resource for an enterprise. As one of the country's mainstay industry, railway construction enterprises, facing the increasingly fierce market competition, requests its survive and to remain dominant, especially in the railway construction business which is the labor-intensive industry with lots of floating workers for various works. It has been an inevitable trend that creating high performance project team could create a good environment for construction and improve the competitiveness of enterprises. So far, Harbin-Dalian High-Speed Railway is the largest single project since China Communications Construction Company Ltd. entered the railway market. It has been also the important symbol for the company' transformation from the new force to the main force in railway construction industry. Therefore, it has important and practical significance to research the construction team management & encouragement of Harbin-Dalian High-Speed Railway by China Communications Construction Company Ltd.
First of all, the paper indicates the meaning of the project team, characteristics, organizational structure; mainly analyzes the courses impacting the effectiveness of the project team, such as team composition, team structure, team process, project task factors, team output, team internal and external factors, etc.; determines the standards for evaluate the effectiveness of project team; and built the effectiveness model of the project team on these basis. It also recognizes and analyses the elements which has affected the effectiveness of the construction team management of Harbin-Dalian High-Speed Railway by China Communications Construction Company Ltd. Then it gives the relevant countermeasures and suggestions for the construction team management & encouragement of Harbin-Dalian High-Speed Railway by China Communications Construction Company Ltd.
The research methods and conclusions of this paper can enhance the business achievement of Harbin-Dalian High-Speed Railway project by China Communications Construction Company Ltd.; successfully implement the effective internal and external communications for China Communications Construction Company Ltd.; prompt the smooth implementation of structure recombination for China Communications Construction Company Ltd. The relative research results and conclusions of the article could not only improve the management & encouragement of Harbin-Dalian High-Speed Railway project by China Communications Construction Company Ltd., but also provide references for other construction companies.
引文
[1]黄玉清.创建高绩效的项目团队[M].上海：华东理工大学出版社,2008,169-198
[2]丁荣贵,杨乃定.项目组织与团队[M].机械工业出版社,2005.109-134
[3]Bill Duncan著；蒋卫平译.项目团队工作[J].轩昂木管理技术,2007(4)：102-104
[4]Rodney Tuner著；师冬平译.项目管理学派：行动学派：构建团队[J].项目管理技术,2007(8)：207-210
[5]Robert K.Wysocki著；曹维武译.创建有效的项目团队[M].电子工业出版社,2003,251-267
[6]陈池波,崔元峰.项目管理[M].武汉大学出版社,2006,348-357
[7][英]OGC组织编写；薛岩,欧立雄译.PRINCE2——成功的项目管理[M].北京：机械工业出版社,2004,303-311
[8]Project Management Resource Center, Michigan Department ofInformation Technology. State of Michigan Project Management Methodology[S],2004,231-240
[9][英]OGC组织编写.成功的大型项目计划管理(第2版)[M].欧立雄,薛岩,译.北京：机械工业出版社,2004,165-174
[10]New York State Office for Technoloyg. Management's Guide toProject Success [S], 2002,137-145
[11]PMI. A Guide to Project Management Bodyof Knowledge[S],2004,203-211
[12]New York State Office for Technology. The New York Project Management Guide book(Release2)[S],2003,343-348
[13]Hirotaka Takeuchi,Emi Osono,Norihiko Shimizu.The contradictions that drives Toyota'S success[J].Harvard Business Review,2008,6(96):203-243
[14]Kaplan R S & Norton D P.1992.The Balanced-Measure That Drive Performance[J]. Harvard Business Review, January-February,2008,5 (3):71-79
[15]Leppitt N.1993. The Path to Successful Empowerment. Engineering Management Journal,December[S],2007,271-277
[16]Levine J M & Moreland R L.1990.Progress in Small Group Research Annual Review of Psychology[S],2006,385-410
[17]陈世明.中西方科技计划项目管理制度比较及对我国科技计划项目管理的启示[J].科学学与科学技术管理,2007(7)：5-8
[18]刘凡丰,董金华.知识经济时代的美国州级政府科技政策评述[J].科学学与科 学技术管理,2007(12)：33—37
[19]罗敏.我国高校科研项目网络化动态监管体系构建研究与美国、澳大利亚的比较及借鉴[J].凯里学院学报,2007.25(5)：28—30
[20]姚亦佳,李小燕.国外科研项目管理的借鉴[J].政策与管理.2002(5)：41-42.
[21]田荣斌.对政府科技计划项目管理研究的初步思考与若干建议[J].科技管理研究,2006(7)：1—6
[22]毛振芹,程桂枝,唐五湘.部分科技发达国家科技计划项目的管理模式及启示[J].武汉工业学院学报,2003.22(3)：100—103
[23][美]杰克·吉多,詹姆斯·P·克莱门斯.成功的项目管理[M].石力,李可译.北京：机械工业出版社,2002,302-324
[24]贾砚林.团队精神[M].上海：上海财经大学出版社,2007,356-367
[25]徐芳,团队绩效测评技术与实践[M].北京：中国人民大学出版社,2008
[26][英]贝尔滨,管理团队：成败启示录[M].郑海涛译.北京：机械工业出版社,2007,134-142
[27][美]罗伯特·布鲁斯·萧.信任的力量[M].王振译.北京：经济管理出版社,2005,358-366
[28][美]查理德·E·沃尔顿.冲突管理[M].李建国,陈忠华译.石家庄：河北科学技术出版社.2004,309.321
[29][英]尼克·海伊斯.协作制胜：成功的团队管理[M].李靖坤,路文勇译.大连：东北财经大学出版社2008,126-137
[30]张小林,王重鸣.群体绩效和团队效能研究的新进展[M].北京：机械工业出版社,2007,136-143
[2]丁荣贵,杨乃定.项目组织与团队[M].机械工业出版社,2005.109-134
[3]Bill Duncan著；蒋卫平译.项目团队工作[J].轩昂木管理技术,2007(4)：102-104
[4]Rodney Tuner著；师冬平译.项目管理学派：行动学派：构建团队[J].项目管理技术,2007(8)：207-210
[5]Robert K.Wysocki著；曹维武译.创建有效的项目团队[M].电子工业出版社,2003,251-267
[6]陈池波,崔元峰.项目管理[M].武汉大学出版社,2006,348-357
[7][英]OGC组织编写；薛岩,欧立雄译.PRINCE2——成功的项目管理[M].北京：机械工业出版社,2004,303-311
[8]Project Management Resource Center, Michigan Department ofInformation Technology. State of Michigan Project Management Methodology[S],2004,231-240
[9][英]OGC组织编写.成功的大型项目计划管理(第2版)[M].欧立雄,薛岩,译.北京：机械工业出版社,2004,165-174
[10]New York State Office for Technoloyg. Management's Guide toProject Success [S], 2002,137-145
[11]PMI. A Guide to Project Management Bodyof Knowledge[S],2004,203-211
[12]New York State Office for Technology. The New York Project Management Guide book(Release2)[S],2003,343-348
[13]Hirotaka Takeuchi,Emi Osono,Norihiko Shimizu.The contradictions that drives Toyota'S success[J].Harvard Business Review,2008,6(96):203-243
[14]Kaplan R S & Norton D P.1992.The Balanced-Measure That Drive Performance[J]. Harvard Business Review, January-February,2008,5 (3):71-79
[15]Leppitt N.1993. The Path to Successful Empowerment. Engineering Management Journal,December[S],2007,271-277
[16]Levine J M & Moreland R L.1990.Progress in Small Group Research Annual Review of Psychology[S],2006,385-410
[17]陈世明.中西方科技计划项目管理制度比较及对我国科技计划项目管理的启示[J].科学学与科学技术管理,2007(7)：5-8
[18]刘凡丰,董金华.知识经济时代的美国州级政府科技政策评述[J].科学学与科 学技术管理,2007(12)：33—37
[19]罗敏.我国高校科研项目网络化动态监管体系构建研究与美国、澳大利亚的比较及借鉴[J].凯里学院学报,2007.25(5)：28—30
[20]姚亦佳,李小燕.国外科研项目管理的借鉴[J].政策与管理.2002(5)：41-42.
[21]田荣斌.对政府科技计划项目管理研究的初步思考与若干建议[J].科技管理研究,2006(7)：1—6
[22]毛振芹,程桂枝,唐五湘.部分科技发达国家科技计划项目的管理模式及启示[J].武汉工业学院学报,2003.22(3)：100—103
[23][美]杰克·吉多,詹姆斯·P·克莱门斯.成功的项目管理[M].石力,李可译.北京：机械工业出版社,2002,302-324
[24]贾砚林.团队精神[M].上海：上海财经大学出版社,2007,356-367
[25]徐芳,团队绩效测评技术与实践[M].北京：中国人民大学出版社,2008
[26][英]贝尔滨,管理团队：成败启示录[M].郑海涛译.北京：机械工业出版社,2007,134-142
[27][美]罗伯特·布鲁斯·萧.信任的力量[M].王振译.北京：经济管理出版社,2005,358-366
[28][美]查理德·E·沃尔顿.冲突管理[M].李建国,陈忠华译.石家庄：河北科学技术出版社.2004,309.321
[29][英]尼克·海伊斯.协作制胜：成功的团队管理[M].李靖坤,路文勇译.大连：东北财经大学出版社2008,126-137
[30]张小林,王重鸣.群体绩效和团队效能研究的新进展[M].北京：机械工业出版社,2007,136-143