發(fā)布時(shí)間：2018-03-28 14:26

  本文選題：中小型　切入點(diǎn)：房地產(chǎn)企業(yè)　出處：《對(duì)外經(jīng)濟(jì)貿(mào)易大學(xué)》2014年碩士論文

【摘要】：經(jīng)過改革開放以來(lái)的幾十年發(fā)展，，我國(guó)的市場(chǎng)體系結(jié)構(gòu)、市場(chǎng)秩序越來(lái)越完善，與國(guó)際市場(chǎng)的同步頻率越來(lái)越高，這一方面為我國(guó)各個(gè)事業(yè)領(lǐng)域企業(yè)的發(fā)展，提供了更為良好的發(fā)展空間，但另一方面也使這些企業(yè)發(fā)展所需要處理的內(nèi)外問題越來(lái)越復(fù)雜，需要考慮的因素越來(lái)越多。在這樣的環(huán)境條件下，一個(gè)企業(yè)想要在市場(chǎng)中站穩(wěn)腳跟，并實(shí)現(xiàn)長(zhǎng)遠(yuǎn)可持續(xù)發(fā)展，就必須要具有一套符合自身特點(diǎn)、符合市場(chǎng)發(fā)展規(guī)律的發(fā)展戰(zhàn)略。M房地產(chǎn)開發(fā)公司是山東青島市的一家中小型房地產(chǎn)企業(yè)，當(dāng)前我國(guó)所出臺(tái)的一系列宏觀調(diào)控政策，使得M房地產(chǎn)開發(fā)公司所面臨的行業(yè)競(jìng)爭(zhēng)越來(lái)越激烈，尤其是在與大型房地產(chǎn)企業(yè)相互競(jìng)爭(zhēng)的過程當(dāng)中，由于各種內(nèi)外部條件因素的限制，其自身的生存發(fā)展空間受到了較大的限制，要想實(shí)現(xiàn)有效的長(zhǎng)遠(yuǎn)可持續(xù)發(fā)展較為艱難。在本文的研究過程當(dāng)中，就主要以M房地產(chǎn)開發(fā)公司為例，首先針對(duì)M房地產(chǎn)開發(fā)公司現(xiàn)狀：缺乏長(zhǎng)期的戰(zhàn)略規(guī)劃、公司管理水平還處于較低的水平、核心競(jìng)爭(zhēng)力還沒有形成、人力資源管理薄弱，對(duì)M房地產(chǎn)開發(fā)公司現(xiàn)狀與戰(zhàn)略發(fā)展的問題進(jìn)行了分析；然后從競(jìng)爭(zhēng)環(huán)境與主要的競(jìng)爭(zhēng)對(duì)手出發(fā)分析了M房地產(chǎn)開發(fā)公司競(jìng)爭(zhēng)環(huán)境，最后通過公司產(chǎn)權(quán)機(jī)制的制約、業(yè)務(wù)發(fā)展現(xiàn)狀、尚未形成完善的企業(yè)制度、人力資源管理及開發(fā)體系還未建立、績(jī)效考核方式落后出發(fā)分析M房地產(chǎn)開發(fā)公司發(fā)展存在的問題，提出了M房地產(chǎn)開發(fā)公司發(fā)展戰(zhàn)略建議、戰(zhàn)略實(shí)施的保障措施（調(diào)整公司組織結(jié)構(gòu)、健全公司規(guī)章制度、加強(qiáng)人力資源管理、提高資源獲取能力、加強(qiáng)企業(yè)信息化管理），以期能夠?qū)房地產(chǎn)開發(fā)公司在當(dāng)前市場(chǎng)環(huán)境下的發(fā)展起到保障與促進(jìn)作用，為類似M房地產(chǎn)開發(fā)公司這樣的中小型房地產(chǎn)企業(yè)提供發(fā)展戰(zhàn)略參考。
[Abstract]:After decades of development since the reform and opening up, China's market system structure, market order is becoming more and more perfect, and the frequency of synchronization with the international market is getting higher and higher. On the one hand, this is the development of enterprises in various fields of our country. It provides a better space for development, but on the other hand, it also makes the internal and external problems that need to be dealt with in the development of these enterprises become more complex and more and more factors need to be taken into account. If an enterprise wants to stand firm in the market and achieve long-term sustainable development, it must have a set of its own characteristics. M Real Estate Development Company, a small and medium-sized real estate enterprise in Qingdao, Shandong Province, currently has a series of macro-control policies in China. M real estate development company is facing more and more fierce competition in the industry, especially in the process of competition with large real estate enterprises, due to various internal and external factors, Its own survival and development space has been greatly restricted, to achieve effective long-term sustainable development is more difficult. In the research process of this paper, mainly take M Real Estate Development Company as an example. First of all, according to the current situation of M Real Estate Development Company: lack of long-term strategic planning, the management level of the company is still in a lower level, the core competitiveness has not been formed, human resources management is weak, This paper analyzes the current situation and strategic development of M Real Estate Development Company, analyzes the competitive environment of M Real Estate Development Company from the point of view of the competitive environment and main competitors, and finally, through the restriction of the property right mechanism of the company, analyzes the competitive environment of M Real Estate Development Company. Business development status, not yet formed a perfect enterprise system, human resources management and development system has not been established, performance appraisal way lag behind the analysis of M real estate development company development problems, This paper puts forward the development strategy suggestion of M Real Estate Development Company and the safeguard measures of the strategy implementation (adjusting the company's organizational structure, perfecting the company's rules and regulations, strengthening the human resource management, improving the ability of obtaining resources, etc.). In order to guarantee and promote the development of M Real Estate Development Company in the current market environment, it can provide a strategic reference for small and medium-sized real estate enterprises such as M Real Estate Development Company.
【學(xué)位授予單位】：對(duì)外經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F299.233.4;F272

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