联系我们

论文查询结果	返回搜索

论文编号：	866
作者编号：	2120062150
上传时间：	2008/12/10 21:40:29
中文题目：	OEM项目型组织中项目经理有效领
英文题目：	Research on the Effective Lead
指导老师：	王健友
中文关键字：	项目型组织;OEM;项目经理;领导风
英文关键字：	project organization;OEM;proje
中文摘要：	在当前制造业内较为流行的OEM方式，行业竞争越来越大，分工越来越细，灵活性越来越高。更多的企业为适应其生产经营的灵活性、可变性，并能及时满足不同顾客的多样需求，采用了矩阵式组织结构。这种组织结构既可以将横向职能部门加以联系，又可以将纵向的项目小组有机地协调起来，充分发挥不同领域专业人员的才能。然而，其存在的双重领导的现象，造成各项目组间、项目组与职能部门间容易发生矛盾，项目组成员不易管理等组织问题，对项目经理的领导工作提出了更高的要求。 基于领导学中领导有效性的权变理论，有助于增进组织绩效的领导力是领导、追随者、环境三方面因素相互作用的结果。领导力的大小取决于领导者在特定的追随者和环境下，对不同领导风格、领导技能的综合把握和运用。 本文通过对一个OEM典型企业案例公司A的分析，论述了三个项目经理在拥有相同追随者和环境背景下，其所在的项目组绩效和内部管理却大有不同。主要表现在：项目经理对项目绩效全权负责，而其不具备直接调配物质资源的权利；和组织内部的成员是暂时的合作关系，行政上项目组成员不受项目经理直接管理；在信息沟通上，组织成员通常首先选择与职能部门的经理进行联系；在团队建设时，由于总经理首先审阅和批复经费，项目经理只是拥有潜在的调配资金的能力。在这种背景下，通过运用对比分析、问卷调查、深入访谈等方法，探知获得高绩效的项目经理的领导风格和技巧。从而不仅为具备案例公司组织特点及员工特点的企业提供了可参考的领导方式，也为特定环境下，探知高效领导风格提供了研究思路。
英文摘要：	Within the OEM field of current manufacturing industry, there is coming keener competition, more intensive division of work, and higher flexibility. More companies are using the matrix format of project organizations, which is able to integrate different functional departments with projects in time as per variable requests from customers. It may excite people from different fields elaborating their skills. However, when there exist duplicate leaders, more confliction may happen either between projects, or between projects and functional departments. It also becomes difficult to manage the team members. Therefore, more requirements have been brought up to the leadership styles and skills of project managers. Based on the contingency theory of leadership effectiveness in the leadership science, it is the result of reciprocity among leaders, adherents and environment that improves the organization’s performance. Whether the leadership capability is strong or weak is related to the leader’s hold on the specific adherents and environments, different leadership styles and skills. Through the analysis on the sampled OEM company, Company A, it is stated that the three project managers in Company A show much difference on both the project performance and internal management, with the same adherents and under the same environment. The project manager is fully responsible for the team performance, however, cannot prepare the required materials directly. The project manager is only in a temporary corporation relationship with other team members, but cannot manage them directly under the organization structure. As per the information communication, the team members prefer reporting first to the managers of the functional departments. In team building, since the general manager is responsible for the cost approval, project managers might have different coverage on managing the capital and salary. In this case above, after comparison, analysis, paper acquisition and deep visit, we try to investigate the leadership style and skill of the project manager with the highest performance. And therefore, it can not only provide a referable leadership style to the companies that have the similar organization structures and employee characteristics to the sampled company here, but also a research idea on high-performance leadership style in a certain environment.
查看全文：	预览  下载(下载需要进行登录)