高新技术企业基建管理机制问题与对策  

Problems and Countermeasures of Construction Management in High-tech Enterprise

作　　者：庹旦旦[1] 刘耀中 焦俊军[2] 

机构地区：[1]暨南大学管理学院,广东广州510632 [2]湖南大学土木工程学院,湖南长沙410086

出　　处：《未来与发展》2011年第4期64-68,共5页Future and Development

摘　　要：高新技术企业发展迅速,基建规模不断扩大,职能型基建管理机制满足不了企业基础建设要求。以深圳某高新企业为例,采用实证分析的方法,阐明了企业原有基建管理体制产生内部沟通效率低,项目资源冲突,企业领导忙于繁杂的协调事务等问题的原因。采取基于项目管理办公室的优化矩阵型组织结构对策来解决企业基建管理机制问题后,基建项目工程师数量节约率达19.7%,内部工程变更沟通效率提高了60%,企业领导也摆脱了繁杂的协调工作,证明了该对策的有效性,可为短时间内跨地区大规模开展基础建设企业基建管理体制优化提供参考。Scales of constructions expanded with high-tech enterprises developing rapidly,and functional construction management system could not satisfy the requirements of enterprise countermeasures.Taking a high-tech enterprise in Shenzhen for example and applying empirical analysis method,clarified problems of original construction management,such as low efficiency of internal communication,project resource conflicts,managers engaging in chores,and so on.Countermeasures of optimized matrix organization based on Project Management Office were involved to solve those construction management problems.Number of engineers served on construction projects reached 19.7% savings,internal communication efficiency of engineering changes was improved by 60%,and managers were no longer engaging in chores,which proved the countermeasures to be effective.References of construction management optimization were provided for enterprises which were going to carry out large-scale constructions at multi-region in short period.

关 键 词：跨区域 基建 多项目 项目管理办公室 体制优化 

分 类 号：F270.7[经济管理—企业管理]