进入21世纪,无论是发展中国家还是发达国家,都面临着严峻的发展问题

中国在改革开放日益深入发展的过程中,逐渐推进并完善了社会主义市场经济的

发展,与此同时,我国关涉国计民生的建筑行业同样在改革幵放大潮中,迅速扩

大了自身的产业规模并提升了行业的整体技术水平,而国有建筑行业在发展的过

程中也逐渐显露了不少的弊端。如果要使企业改变现状,并维持健康稳步的发展,

就需要从提升企业核心竞争力角度切入,逐步提升企业自身的管理及盈利能力,

并在此基础上促进企业的长效发展。

本文认为,建筑企业通常都基于项目而展开具体业务,这也促使相关企业在

参与市场竞争时往往凭借企业项目及其管理水平等以提升自身的核心竞争力。具

体到现实工程项目的实施过程,相关建筑企业就需要充分利用其现有资源实现对

实施过程中的项目各方面工作的最优管理,也就是说,建筑企业需要针对具体项

目自投资、竞标、决策直至最后竣工、结算之间的所有环节都进行全面的规划、

组织、策划、指挥、控制、分析和评估等,从而确保工程项目的每项具体目标都

得以较好实现。一般而言,围绕工程项目展开的具体管理工作,涉及到具体工程

的编制、审核以及执行等多个环节,并且需要建筑企业下属的安全工程、人力资

源、技术质量、材料采购、市场营销、财务以及项目经理部等多个部门的共同参

与才能高效率地完成。

M建筑企业在核心竞争力方面,其人力资源的内部配置、企业用人的整体机

制等都存在一定问题。具体来说,M建筑企业目前所拥有的职员规模及其整体实

力,实际上无法承担企业在近期承揽的工程项目,因而也难以有效实现相应的施

工产值。对M建筑企业来说,普通员工和单一化技术员工相对过剩,但企业中负

责科研、高级技术操作以及经营管理等综合性的高尖人才相对缺乏,这一不太合

理的人员配置也反映出M建筑企业需要尽快调整其人事考核机制,并加强对员工个人技能、综合素质、业绩等因素的考核权重。不可否认,企业优化人力资源管

理需要建立起相应的有效激励机制,这不仅会促进企业员工明确自身价值,还将

有效促使其强化个人的成就感、对企业的归属感以及忠诚度,也即最大限度地激

发其主观能动性并运用到工作中。因此,激励机制的建立可以有效提升企业人力

资源的活力,进而提高企业的内在核心竞争力。

提升M建筑企业核心竞争力,企业首先即应确立科学发展观的立场,同时就

整个行业内的经济形势、发展趋势以及产业结构调整方向等进行准确把握,并针

对企业自身的优势和缺陷以及所处环境等展开科学评价;在上述前提下,M建筑

企业应紧紧围绕增强企业创新能力和企业价值这一中心,深入调整企业结构和发

展方式,积极提升自身的发展质量以及整体素质,促进企业做大做强并保持企业

长效发展。另外,还应增强企业自身改革创新、适应市场变化等方面的能力,最

终推动整个企业的全面、持续和健康发展。

关键词:建筑企业;核心竞争力;提升策略

Abstract

In the 21st century, both developing countries and developed countries, are faced

with the grim problem of development. Among them, China has gradually propelled

and accomplished the development in its socialist market economy in the process of

reform and opening-up for further development. At the same time, our country's

construction enterprise connected with the national economy and the people's

livelihood has also enlarged its own industry scale and elevated its industrial overall

technology level rapidly in the trend of reform and opening-up. However, the

state-owned construction industry has exposed quantities of shortcomings little by

little in the process of development as well. If we want to make the enterprise change

the present situation and keep its healthy and steady development, it needs us to start

from promoting enterprise's core competitiveness to enhance its management and

ability to profit and then to accelerate enterprise's sustainable development on that

basis.

This paper argues that construction usually carries out the specific business based

on the projects,which urges the enterprise always relies on its projects and its

management expertise to promote its own core competitiveness when taking part in

market competition. To the implementation process of the actual engineering project,

the related construction enterprise needs to make full of its available resources to

in

achieve the project's best management in all directions in the implementation process.

That is to say, the construction enterprise needs to conduct a comprehensive planning,

organizing,scheming,directing, managing, analyzing and assessing and so on for the

specific items' every aspect from their investment, competitive bidding,

decision-making, the final completion to its settlement in order to make sure the

targets of the engineering project can be achieved better. Generally speaking, the

specific management work carried out around the engineering project involves its

establishment, audit, carrying out and other taches. What's more, it needs its

subordinate departments including the safety engineering department, the human

resources department, the technical quality department, the material purchasing

department, the marketing department, the finance department, the project manager

department and many other departments to work as a whole, then we can accomplish

efficiently.

In terms of M construction enterprise's core competitiveness, there are some

problems in its human resource configuration and its whole system in choosing and

employing persons. To be specific, the present staff in size and in its overall strength

in M construction enterprise can't undertake the projects that the enterprise have

recently, therefore, it is difficult to gain the corresponding output value of the

construction. The common employees and the employees who have only one skill are

enough in the enterprise,but it is lacking in the all-around and top-level persons who

are responsible for scientific research, high-level technical operation and operating

management and so on. This unreasonable personnel allocation reflects that M

construction enterprise has to adjust its system of vocational assessment and reinforce

its appraisal weights for the employees' personal skills, mixed- abilities, performances

and other factors. There is no gainsaying that the management of optimizing the

human resources for the enterprise needs to establish the related and efficient

motivation system, which can not only facilitate the employees of the enterprises to

know their own value and also efficiently urge them to strengthen their personal sense

of achievement, their sense of belonging and their loyalty index to the enterprise. It

furthest stimulates their subjective initiative and use it into work as well.