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在当前日益激烈的建筑市场竞争中,大型施工企业要不断拓展经营领域,实现可持续发展,就必须大力实施“依托中心城市,项目滚动发展,区域辐射经营”的区域经营战略,通过区域经营形成多层次、多渠道、全员、全方位承揽任务的格局,从而建立相对稳定、具有一定竞争优势的区域经营市场,创造企业最佳综合效益。本文就大型施工企业(下称集团公司)如何实施区域经营管理做一初步探讨。 一、区域经营管理模式与职能 围绕创造相对稳定、具有一定竞争优势区域经营市场的目标,根据区域不同情况和工程项目不同特点,集团公司可采用经营型工程指挥部、派出型工程指挥部等管理模式。条件成熟的区域经营工程指挥部可逐步发展成为分公司的管理模式。
In the increasingly fierce competition in the construction market, large-scale construction enterprises must continuously expand their business areas and achieve sustainable development. They must vigorously implement the regional business strategy of “relying on central cities, rolling development of projects, and regional radiation management” and form regional operations. The pattern of multi-level, multi-channel, full-staff, and all-round task assignments creates a relatively stable regional operation market with a certain competitive advantage, and creates the best comprehensive benefits for the company. This paper makes a preliminary discussion on how large-scale construction companies (hereinafter referred to as group companies) implement regional business management. I. Regional operation and management models and functions Focusing on the goal of creating a relatively stable regional business market with certain competitive advantages, according to different regional conditions and different characteristics of the project, the company can adopt management-oriented engineering headquarters, dispatched engineering headquarters, etc. mode. The well-established regional management project headquarters can gradually develop into a branch company’s management model.