本文關(guān)鍵詞：房地產(chǎn)項(xiàng)目公司對(duì)監(jiān)理單位的管理方法研究　出處：《山東大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

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【摘要】：在我國(guó)的房地產(chǎn)項(xiàng)目中,許多監(jiān)理單位未發(fā)揮有效的作用。監(jiān)理單位對(duì)工期控制不力,工期滯后時(shí)沒(méi)有任何改進(jìn)措施;監(jiān)理單位不參與工程材料驗(yàn)收,施工材料進(jìn)場(chǎng)后直接使用;對(duì)施工過(guò)程中出現(xiàn)的質(zhì)量問(wèn)題,監(jiān)理單位沒(méi)有有效的解決方案;對(duì)施工單位上報(bào)的經(jīng)濟(jì)簽證,監(jiān)理單位未經(jīng)復(fù)核直接簽字,給房地產(chǎn)項(xiàng)目公司造成經(jīng)濟(jì)損失;對(duì)于施工人員違反安全制度、規(guī)定的行為,監(jiān)理單位未予及時(shí)制止;對(duì)于房地產(chǎn)項(xiàng)目公司工程管理人員的指令,監(jiān)理單位反應(yīng)過(guò)于遲緩,執(zhí)行效率低下;監(jiān)理單位整理的工程資料不符合規(guī)范標(biāo)準(zhǔn)要求;對(duì)于工程現(xiàn)場(chǎng)亂堆亂放的現(xiàn)象,監(jiān)理單位不能有效督促施工單位整改;監(jiān)理人員到工程現(xiàn)場(chǎng)旁站、巡視的時(shí)間明顯不足。這些現(xiàn)象反映出了監(jiān)理單位在房地產(chǎn)項(xiàng)目管理中沒(méi)有發(fā)揮承有效的作用,房地產(chǎn)項(xiàng)目公司需要加強(qiáng)對(duì)監(jiān)理單位的管理。為了解決監(jiān)理單位未發(fā)揮有效作用的問(wèn)題,探尋有效管理監(jiān)理單位的方法,作者通過(guò)閱讀大量的文獻(xiàn)資料,并全面細(xì)致地觀察現(xiàn)實(shí)情況,充分掌握監(jiān)理單位在房地產(chǎn)項(xiàng)目中存在的問(wèn)題,從市場(chǎng)原因、房地產(chǎn)項(xiàng)目公司原因、監(jiān)理單位自身原因三個(gè)方面進(jìn)行深入分析,運(yùn)用委托代理理論、激勵(lì)理論、協(xié)同管理等相關(guān)理論探求本質(zhì)原因。監(jiān)理單位不能有效發(fā)揮作用的主要原因是:在招標(biāo)階段房地產(chǎn)項(xiàng)目公司選定的監(jiān)理單位的資質(zhì)與實(shí)力達(dá)不到房地產(chǎn)項(xiàng)目的實(shí)際要求且監(jiān)理費(fèi)用過(guò)低;在監(jiān)理合同的執(zhí)行過(guò)程中沒(méi)有嚴(yán)格對(duì)監(jiān)理單位進(jìn)行有效的考核激勵(lì)、協(xié)同管理;房地產(chǎn)項(xiàng)目公司沒(méi)有充分利用市場(chǎng)競(jìng)爭(zhēng)的壓力對(duì)監(jiān)理單位進(jìn)行信譽(yù)激勵(lì)與約束。在分析原因的基礎(chǔ)上,作者提出了房地產(chǎn)項(xiàng)目公司管理監(jiān)理單位的方法。管理監(jiān)理單位是一個(gè)系統(tǒng)性、整體性課題,將對(duì)監(jiān)理單位的管理分為三個(gè)階段:監(jiān)理合同實(shí)施前的管理、監(jiān)理合同實(shí)施中的管理、監(jiān)理合同實(shí)施后的管理。第一階段,通過(guò)全方位、多渠道的信息搜集與公開(kāi)招標(biāo),房地產(chǎn)項(xiàng)目公司擇優(yōu)選定監(jiān)理單位;在監(jiān)理合同中明確監(jiān)理內(nèi)容與監(jiān)理單位的責(zé)、權(quán)、利;通過(guò)增設(shè)獎(jiǎng)金的方式保證相對(duì)合理的監(jiān)理費(fèi)用,考核達(dá)標(biāo)后支付獎(jiǎng)金;通過(guò)面試考察擬參建監(jiān)理人員的素質(zhì)能否達(dá)到房地產(chǎn)項(xiàng)目的具體要求;在監(jiān)理合同中約定,房地產(chǎn)項(xiàng)目公司依據(jù)監(jiān)理單位的綜合表現(xiàn),將監(jiān)理單位列入合格供方名錄或不合格供方名錄,結(jié)果上報(bào)集團(tuán)公司并向社會(huì)公示。第二階段,在監(jiān)理合同執(zhí)行的過(guò)程中加強(qiáng)對(duì)監(jiān)理單位工作的考核,并根據(jù)考核的結(jié)果對(duì)監(jiān)理單位進(jìn)行獎(jiǎng)勵(lì)與處罰;同時(shí),房地產(chǎn)項(xiàng)目公司與監(jiān)理單位對(duì)項(xiàng)目進(jìn)行協(xié)同管理。第三階段,在項(xiàng)目結(jié)束后進(jìn)行項(xiàng)目后評(píng)價(jià),綜合評(píng)價(jià)監(jiān)理單位的工作質(zhì)量,將監(jiān)理單位確定為合格供方或不合格供方,向社會(huì)公示,對(duì)監(jiān)理單位進(jìn)行信譽(yù)激勵(lì)與約束;房地產(chǎn)項(xiàng)目公司召開(kāi)管理經(jīng)驗(yàn)總結(jié)會(huì)議,不斷提升對(duì)監(jiān)理單位的管理水平。以上各個(gè)階段的管理方法,強(qiáng)化了房地產(chǎn)項(xiàng)目公司對(duì)監(jiān)理單位的管理,促使監(jiān)理單位發(fā)揮有效作用,達(dá)到房地產(chǎn)項(xiàng)目公司與監(jiān)理單位雙贏的目的,完成房地產(chǎn)項(xiàng)目的整體目標(biāo)。最后,通過(guò)ZT項(xiàng)目的實(shí)際案例,驗(yàn)證了作者提出的管理方法具有科學(xué)性與有效性。
[Abstract]:In our real estate projects, many supervision units did not play an effective role. The supervision unit weak control of construction period, without any improvement measures behind schedule; supervision units do not participate in the acceptance of engineering materials, construction materials directly after use; quality problems in the construction process, supervision units do not have effective solutions the report of the construction unit; economic supervision units without a visa, check directly sign, causing economic losses to the real estate item company; for the construction personnel in violation of safety regulations, the provisions of the act, the supervision unit does not stop in time; for the real estate item company project management directives, supervision unit response too slow, low efficiency of supervision; unit consolidation engineering data does not meet the standard requirements for the project site; cluttered phenomenon, supervision units cannot effectively supervise the construction of a single A rectification; supervision personnel on-site inspection to the project, the time is obviously insufficient. These phenomena reflect the supervision units did not play an effective role in the management of real estate projects, real estate item company need to strengthen the management of supervision units. In order to not play an effective role in solving the problem of supervision units, to explore the effective method of management supervision units the author, by reading a lot of literature, and a comprehensive and detailed observation of the reality of the situation, to fully grasp the supervision units exist in the real estate market, from the reason, the real estate item company, the three aspects of supervision units for their own reasons in-depth analysis, using the principal-agent theory, incentive theory, collaborative management and other related theories to explore the nature of the reasons. The main reason of supervision units can not play an effective role is selected in the bidding stage of real estate item company supervision Qualification and strength is not up to the real estate project requirements and supervision cost is too low; in the implementation process of supervision contract without strict supervision units of assessment and incentive, effective collaborative management; real estate item company did not make full use of the pressure of market competition to the supervisors of reputation incentive and constraint based on the analysis of reasons. On the method of real estate item company management supervision units supervision units. Management is a systematic, holistic research, management of supervision units will be divided into three stages: before the implementation of the contract management supervision, supervision in the implementation of the contract management, supervision contract after the implementation of the management. The first stage. Through the full range, information collection and public bidding of multiple channels, the real estate item company choose the supervision units; clear supervision content and supervision units responsibility in supervision contract, right, Li; ensure the supervision cost relatively reasonable by adding a bonus, bonus payment assessment standards; through the interview to study the specific requirements of the construction supervision of the quality of personnel can achieve real estate projects; supervision agreed in the contract, real estate item company on the basis of a comprehensive supervision, supervision units will be included in the list of qualified suppliers or not qualified supplier list, reported the results of group company and publicity to the community. In the second stage, to strengthen supervision unit work appraisal in the process of supervision in the implementation of the contract, and according to the results of evaluation on the supervision of reward and punishment unit; at the same time, the real estate item company and supervision unit of the project management. The third stage of the project at the end of the project post evaluation, the evaluation of the comprehensive quality of supervision units, supervision units will be identified as qualified supplier or supplier, to the public Reputation, incentive and constraint on the supervision unit; real estate item company held experience of management meeting, constantly improve the management level of supervision units. The above management method in each stage, the real estate item company to strengthen the management of supervision units, supervision units to play an effective role to the real estate item company supervision units and win-win purpose the completion of the overall goal, the real estate project. Finally, through the actual case of ZT project management, verified the method is scientific and effective.

【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F299.233.4

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