本文選題：管理模式轉(zhuǎn)變 + 項(xiàng)目管理��； 參考：《吉林大學(xué)》2013年碩士論文

【摘要】：全球化的竟?fàn)幮蝿?shì)日益激烈，在瞬息萬變的市場(chǎng)竟?fàn)幹校髽I(yè)立于不敗之地的法寶就是有效的企業(yè)管理模式。新聯(lián)通由原聯(lián)通與原網(wǎng)通合并而成，其經(jīng)營(yíng)業(yè)務(wù)范圍已經(jīng)由單純的移動(dòng)業(yè)務(wù)擴(kuò)大為全業(yè)務(wù)，競(jìng)爭(zhēng)對(duì)手也由原來中國(guó)移動(dòng)一家變成了同樣全業(yè)務(wù)經(jīng)營(yíng)的兩家——中國(guó)移動(dòng)、中國(guó)電信。中國(guó)聯(lián)通面對(duì)如此強(qiáng)大的兩個(gè)競(jìng)爭(zhēng)對(duì)手，比重組前的競(jìng)爭(zhēng)壓力更大，中國(guó)聯(lián)通究竟需要什么樣的管理模式才能保持生存與發(fā)展，成為一個(gè)至關(guān)重要的課題。 目前中國(guó)聯(lián)通H市分公司在激烈的市場(chǎng)競(jìng)爭(zhēng)形勢(shì)下管理水平急需進(jìn)一步提高，業(yè)務(wù)規(guī)模急需進(jìn)一步擴(kuò)大，必須盡快將探索科學(xué)有效的管理模式提上日程。本文旨在結(jié)合中國(guó)聯(lián)通H市分公司具體情況，在公司戰(zhàn)略轉(zhuǎn)型的關(guān)鍵時(shí)期，對(duì)公司采用新的管理模式方針的可行性進(jìn)行探討，并對(duì)其實(shí)施過程進(jìn)行有效計(jì)劃，使公司同時(shí)具備有效的內(nèi)部管理流程及良好的外部競(jìng)爭(zhēng)優(yōu)勢(shì)。 本論文以理論聯(lián)系實(shí)際的研究方式，首先分析了中國(guó)聯(lián)通H市分公司的現(xiàn)狀，以及所面臨的的問題——市場(chǎng)競(jìng)爭(zhēng)激烈、企業(yè)文化重組后員工工作積極性不高、完成一些重大項(xiàng)目時(shí)質(zhì)量和效率難以保障等。其次探討了企業(yè)管理模式轉(zhuǎn)變?yōu)轫?xiàng)目式管理模式的可能性，闡述了選擇矩陣式管理模式的理由及必要性，引入了項(xiàng)目管理辦公室（PMO）的概念，并基于PMO構(gòu)建了矩陣式管理模式。本文著重闡述了中國(guó)聯(lián)通H市分公司的矩陣式管理模式下，項(xiàng)目管理辦公室的具體職能設(shè)計(jì)，并為這個(gè)最核心的部門做好人員匹配，構(gòu)架出矩陣式管理模式下的公司組織架構(gòu)。最后通過以下四項(xiàng)措施保障了新的管理模式構(gòu)建：（1）強(qiáng)化培訓(xùn)工作；（2）構(gòu)建矩陣式管理模式下企業(yè)文化；（3）建立管理模式下的激勵(lì)機(jī)制；（4）矩陣式管理模式結(jié)構(gòu)有效性評(píng)估。為了評(píng)估和檢驗(yàn)矩陣式管理的實(shí)際運(yùn)營(yíng)情況，本文通過WCDMA一期工程的實(shí)施案例，展現(xiàn)矩陣式管理模式在中國(guó)聯(lián)通H市分公司的實(shí)際運(yùn)用情況。 矩陣式管理模式結(jié)合職能式管理模式和項(xiàng)目式管理模式的優(yōu)點(diǎn)，，并抵消它們的缺點(diǎn)，對(duì)于構(gòu)建合理、高效的企業(yè)管理模式具有一定的指導(dǎo)意義。但是矩陣式管理模式也具有命令不一、權(quán)責(zé)不清等不容易避免的缺點(diǎn)，必須予以充分的考慮加以規(guī)避。而這種基于項(xiàng)目管理辦公室的矩陣式管理模式除了具備其優(yōu)點(diǎn)之外，能有效的規(guī)避普通的矩陣式管理模式的缺點(diǎn)，具備如下幾個(gè)特點(diǎn)：（1）企業(yè)完全以戰(zhàn)略為導(dǎo)向；（2）企業(yè)活動(dòng)項(xiàng)目化；（3）權(quán)責(zé)明確，命令一致；（4）柔性化特點(diǎn)；（5）學(xué)習(xí)型組織。然而作為一種全新的管理模式被引入到中國(guó)聯(lián)通H市分公司中，無論是達(dá)到理論上的成熟與完善還是實(shí)踐上的廣泛運(yùn)用，都還是有很長(zhǎng)的路要走的。
[Abstract]:The competitive situation of globalization is becoming increasingly fierce. In the ever-changing market competition, the magic weapon of an enterprise in an invincible position is an effective enterprise management model.The new Unicom is formed by the merger of the original Unicom and the former Netcom. Its business scope has been expanded from a simple mobile business to a full-service business, and its competitors have also changed from one of the original China Mobile to two with the same full-service business, namely, China Mobile.China Telecom.China Unicom is facing so strong two competitors, than the competition pressure before reorganization, what kind of management mode China Unicom needs to maintain survival and development, become a crucial issue.At present, the management level of H branch of China Unicom is in urgent need of further improvement under the situation of fierce market competition, and the business scale needs to be further expanded. Therefore, it is necessary to put the scientific and effective management mode on the agenda as soon as possible.The purpose of this paper is to discuss the feasibility of adopting the new management model in the key period of the strategic transformation of China Unicom's H branch, and to plan its implementation process effectively.Make the company have effective internal management process and good external competitive advantage at the same time.In this paper, the author first analyzes the current situation of H branch of China Unicom, and the problems it faces-the fierce competition in the market, the lack of enthusiasm of the employees after the reorganization of corporate culture.Quality and efficiency are difficult to guarantee when completing some important projects.Secondly, it discusses the possibility of transforming enterprise management mode into project management mode, expounds the reason and necessity of choosing matrix management mode, introduces the concept of project management office (PMOO), and constructs a matrix management model based on PMO.This paper focuses on the specific function design of the project management office under the matrix management mode of H branch of China Unicom, and sets up the organizational structure of the company under the matrix management mode.Finally, the following four measures are adopted to ensure the new management mode: 1) to strengthen training work and 2) to construct the corporate culture under the matrix management mode. (3) to establish the incentive mechanism under the management mode. (4) to evaluate the effectiveness of the matrix management model.In order to evaluate and verify the actual operation of matrix management, this paper presents the actual application of matrix management mode in H branch of China Unicom through the implementation of the first phase of WCDMA project.The matrix management model combines the advantages of the functional management model and the project management model, and counteracts their disadvantages, which has certain guiding significance for the construction of a reasonable and efficient enterprise management model.However, the matrix management mode also has some disadvantages, such as different orders, unclear powers and responsibilities, which must be taken into full consideration to avoid.In addition to its advantages, the matrix management model based on the project management office can effectively avoid the shortcomings of the common matrix management model.It has the following characteristics: 1) the enterprise is completely strategy-oriented and 3) the power and responsibility are clear, the command is consistent with the 4) flexibility, and 5) the learning organization.However, as a new management mode, there is still a long way to go, whether it is mature and perfect in theory or widely used in practice.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272;F626

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