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论文编号：	3188
作者编号：	1120050756
上传时间：	2011/6/3 15:44:02
中文题目：	电力建设企业项目导向型组织集成模型与方法研究—以天津电力建设公司为例
英文题目：	Research on Model and Method of Project-oriented Organization Integration of Electric Power Construction Company——The case of Tianjin Electric Power Construction Campany
指导老师：	戚安邦
中文关键字：	电力建设企业, 项目导向型组织, 组织集成, 组织建设
英文关键字：	Electric Power Construction Enterprises, Project-oriented Organizations, Organization Integration, Organization Construction
中文摘要：	随着经济的迅猛发展，我国电力行业的市场容量、结构、技术能力等都在发生着巨大的变化，这种动态的变化给我国的电力建设企业带来了前所未有的机会，也在市场布局、生产技术水平和研发创新方面对电力建设企业提出了挑战。在这种市场和竞争环境下，优秀的电力建设企业积极开发不同类型的电力建设产品，开拓不同区域的电力建设市场，同时承接的项目类型和数量越来越多，企业内因此产生了众多临时性、一次性的单元组织，同时为了能够有效地积累项目经验，实现项目的规模经济，企业还配置了具有永久性功能的组织以培育企业的项目管理能力，提高项目的执行效率。这些临时性与永久性的组织在目标、过程和资源配置方面存在着密切的联系，要求企业开展相应的集成活动，以实现这些组织的有效运作。为此，本研究将深入研究电力建设企业围绕项目运作所需要开展的组织集成方面的工作，以期能够为电力建设企业的发展和组织建设提供有力的理论依据和实现手段。 本研究围绕项目导向型组织的特征和建设目标，从组织集成的视角对电力建设企业的组织问题展开研究，通过对企业内执行项目管理、项目群管理、项目组合管理和项目导向型企业管理这四个层面的项目管理组织的内在关系的研究，提出了电力建设企业项目导向型组织集成的内涵和特征，以及这种组织集成的基本原理，并以此为基础构建了电力建设企业项目导向型的组织集成模型，提出了组织集成的具体方法。 在对项目组织集成和项目导向型组织理论的相关文献综述的基础上，本研究从电力建设企业的独特性及其对组织的特殊要求出发，采用了假设检验的实证研究方法从战略、过程集成和资源配置这三个维度提出了影响电力建设企业项目导向型组织集成的因素，以此为基础形成本研究关于这种组织集成的模型和方法的主要结论，并通过对天津电力建设公司的项目导向型组织集成案例的研究，对该研究结论进行了案例实证研究。整个研究过程中，采用理论研究与实证研究相结合的方法，保证了研究的正确性、科学性和创新性。 围绕研究问题，本研究在研究过程中形成了三个部分的研究结论： 一是电力建设企业的项目导向型组织集成的原理，主要包括这种组织集成的内涵、特征和基本原理。电力建设企业的项目导向型组织集成是电力建设企业项目导向型组织建设的基本方法，是企业在外部环境动态变化的情况下，根据企业战略、经营过程和资源配置对企业组织的集成要求，实施的企业内外部的组织集成活动。这种组织集成有利于电力建设企业的战略的实现，有利于电力建设企业过程的再造，有利于企业资源的优化配置，在实施这种组织集成的过程中应遵循分层集成、全面集成和动态集成的基本原理。 二是电力建设企业的项目导向型组织集成的模型，主要包括这种组织集成的模型、内容和过程。电力建设企业的项目导向型组织集成的实现应从战略导向、过程集成和资源配置这三个方面开展组织集成活动，最终形成企业内项目管理组织、项目群管理组织、项目组合管理组织和企业管理组织这四个层面的组织集成。 三是电力建设企业项目导向型组织集成的方法，主要包括这种组织集成的任务、方法和实施过程。这种组织集成应在战略管理、文化建设、信息系统开发和相关利益者管理方面采取相应的组织集成管理方法，完成项目导向型组织关系集成、项目导向型组织结构设计、项目导向型组织保障建设和项目导向型组织能力提升这四个方面的任务，其执行过程包括直线职能型组织解冻、项目导向型组织变革和新项目导向型组织冻结这三个项目导向型组织变革的基本流程。 本研究在研究过程和研究结论方面有三大创新之处，一是从战略、过程和资源配置这三个维度提出了电力建设企业项目导向型组织集成的影响因素，建立了研究特定行业的企业项目导向型组织集成问题的方法；二是形成了电力建设企业项目导向型组织集成的模型、内容和过程，构建了项目导向型组织集成的理论框架和模型；三是提出了实现这种组织集成的具体任务、方法和实施过程，实现了项目导向型组织集成向组织建设实践的转化。
英文摘要：	With the rapid development of economy, the market capacity, the structure and the technologic capacity of the electric power industry in China have gone through tremendous changes. These dynamic changes have brought the unprecedented opportunities as well as the challenges in terms of market distribution, technical merit, research and development, and innovation for the electric power construction enterprises in China. Under the competitive market environment, the first-rank among these enterprises develop a vast array of power construction products actively, explore the market in various areas and take a larger number of different types of projects. Hence, many temporary, one-off organization units come into being. Meanwhile, with the purpose of accumulating project experience effectively and achieving the scale economy, the enterprises set up permanent organizations to cultivate the capability of project management and enhance the executive efficiency of the projects. In view of the close connection of these temporary and permanent organizations in the aspects of goal, process and the allocation of resource, they demand the enterprises to launch corresponding integration activities to realize the efficient operation. Therefore, this dissertation conducts a deep research into the organizational integration that the electric power construction enterprises need to develop surrounding the project operation. This dissertation focuses on the feature and construction goal of project-oriented organization（POO）, studies the organizational problems of the electric power construction enterprises from the aspect of organizational integration, proposes the conception, characteristics and basic principle of the POO in the above enterprises through the research of the internal association of the four levels of project management organization which including project management, program management, project portfolio management and POC management, and basing on the above principles, constructs the organizational integration model of the POO in the electric power construction enterprises, and further puts forward the concrete methods of organization integration. Built on the basis of the summarization of relevant references on project organizational integration, this dissertation takes the uniqueness and special requirement for organization of the electric power construction enterprises into consideration, adopts the empirical research method of hypothesis test, proposes factors affecting the project-oriented organization integration（POOI） for the electric power construction enterprises from three aspects, which including strategy, process integration and resource allocation, and on the above foundation, comes to this dissertation’s main conclusion of the model and methods for the organizational integration. Furthermore, this conclusion has been supported by the case and empirical study through the research of the POOI in Tianjin Electric Power Construction Group. Throughout the entire research process, the combination of the theory and empirical study methods guarantees the validity, scientificalness, and innovativeness. Surrounding the research topic, this dissertation arrives at three parts of conclusion during the research process. First, it is the principle of the POOI for electric power construction enterprises consisting of its conception, characteristics and basic principle. As the main measure of organization construction, the POOI of electric power construction enterprises is the organizational integration activity implemented by enterprises internally and externally in accordance with the integration requirement of strategy, operation process and resource allocation under the dynamic changes of the external environment. This kind of organizational integration brings benefits to the realization of enterprises’ strategy, the re-construction of process, the optimization of the resource distribution for the electric power construction enterprises. And during the process of implementing the organizational integration, the essential principle of the layer integration, the total integration and the dynamic integration should be followed. In the second place, it is the model of the POO integration for electric power construction enterprises, including the model, content and procedure. Its realization should be achieved by the development of integration activities through the angles of strategy-orientation, process integration and resource allocation, and finally the organization integration would be formed in four levels of project management organization, program management organization, project portfolio management organization and enterprise management. Third, it is the method of the POOI for electric power construction enterprises, containing the task, measure and operational process. This type of organizational integration should adopt corresponding approaches in the respects of strategy management, culture construction, development of information system and stakeholder management, in order to accomplish the four tasks of relation integration, construction design, security build-up and capacity promotion for POO. Its implementing process consists of three key steps: the unfreezing of line and staff organization, the reform of POO and the freeze-up of the new POO The innovation of this dissertation’s research and conclusion lies in three dimensions. To begin with, it sets forth the factors affecting the POOI for the electric power construction enterprises from the aspects of strategy, process integration and resource allocation, and thus builds up the systematic measures for researches of problems on the POOI for specific industry. In addition, it founds the model, content and procedure of the POOI for electric power construction enterprises, and forms the theory frame and model for POOI. Lastly, it puts forward the concrete tasks, approaches and operation procedure of this kind of organizational integration to realize the transformation from POOI to organizational construction practice.
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