大型工程移交管理中的组织与效率——对大亚湾核电工程和岭澳核电工程的案例研究  

Organization and Efficiency in Takeover Management of Large——scale Project ——case study of Daya Bay nuclear power plant and Ling'Ao nuclear power plant

作　　者：田志龙[1] 魏其岩[1] 

机构地区：[1]华中科技大学管理学院,武汉430074

出　　处：《科技和产业》2004年第9期10-17,共8页Science Technology and Industry

摘　　要：工程项目建设中的移交过程由于其阶段性和相对于项目进度关键里程碑的“隐蔽性”而往往不被重视,但它对工程项目的质量和今后营运业绩有潜在的非常重要的影响。本文以大亚湾核电站和岭澳核电站工程移交为例,应用组织行为理论和X效率理论,研究了大型工程移交管理中的组织与效率问题。案例研究结果表明,第一,工程移交的复杂性要求移交组织应当是一个能够进行良好沟通的、扁平化的网络型组织,并应当给予足够的授权,以高效率处理工作中的各类管理和技术问题,保证工程移交的进度和质量;第二,良好的信息管理系统的应用、必要的协调会议是解决沟通问题的良好途径,而良好的企业文化、管理理念是保证良好沟通的关键;第三,工作过程的设计必须以提高效率和质量为原则,并要努力发现影响效率和质量的主要方面,进行持续改进;第四,由于工程的阶段性,普遍存在一种“退出效应”,特别是在工程后期这种效应更加突出,必须充分加以重视。The takeover process in a project under construction is easily neglected, since it is proceeding in phases and under cover when compared with major progress milestones, but the takeover process has potentially high important effect on the quality and future operation performance of the project. With the application of organizational behavior theory and X efficiency theory, this paper is to study the organization and efficiency in large-scale project takeover management, by taking the takeover process in Daya bay nuclear power plant and Ling抋o nuclear power plant for example. The case study results show that, firstly, the takeover organization should be the one with good communications and flattened networks because of complexity of the takeover process, sufficient authorization should also be given so as to deal with all kinds of management and technical problems with high efficiency and ensure the progress and quality of the takeover; secondly, proper application of information management system and necessary coordinating meetings are the solutions to communication problems, good enterprise culture and management methodology are the key to ensure good communications; thirdly, the working process should be designed to enhance efficiency and quality as a principle and continuously improve those major factors affecting efficiency and quality; fourthly, since project progresses in phases, sufficient attentions should be given to exit effect, which is common in projects, particularly in later stages.

关 键 词：移交 企业文化 大型工程 效率问题 网络型组织 营运业绩 核电工程 案例研究 沟通 组织行为理论 

分 类 号：N945.12[自然科学总论—系统科学] F270[经济管理—企业管理]