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一在发达国家,目标管理在建筑施工企业是常规性管理办法。CIOB将一个项目经理部目标的制定视作管理的引擎,认为在促成企业总目标达成的过程中,其功用无可替代。严谨的德国建筑施工企业更有过之而无不及之势,从月度目标到周目标,乃至每天节点目标,其控制的可追溯性堪为同业典范。此法引入我国也有二十年左右光景,但真正成功应用的企业不在多数。就当下而言,如此本该科学运用的管理办法事实上存在两大误区,笔者称之“中国式”误区。
In developed countries, the goal of management in construction enterprises is a routine management approach. CIOB regards the formulation of a project manager’s goal as a management engine and believes that its function is irreplaceable in the process of achieving the overall goal of the enterprise. Rigorous construction companies in Germany even worse, from the monthly goal to the weekly goal, and even the daily goal of the node, the control of its traceability comparable to the industry model. This law has been introduced into our country for about two decades or so, but the real successful application of the enterprise is not the majority. For the moment, there are in fact two major errors in the administrative measures that should be applied in this science. The author calls it a “Chinese-style” misunderstanding.