目前中国联通H市分公司在激烈的市场竞争形势下管理水平急需进一步提
高，业务规模急需进一步扩大，必须尽快将探索科学有效的管理模式提上日程。
本文旨在结合中国联通H市分公司具体情况，在公司战略转型的关键时期，对公
司采用新的管理模式方针的可行性进行探讨，并对其实施过程进行有效计划，
使公司同时具备有效的内部管理流程及良好的外部竞争优势。
本论文以理论联系实际的研究方式，首先分析了中国联通 H 市分公司的现
状， 以及所面临的的问题——市场竞争激烈、企业文化重组后员工工作积极性
不高、完成一些重大项目时质量和效率难以保障等。其次探讨了企业管理模式
转变为项目式管理模式的可能性，阐述了选择矩阵式管理模式的理由及必要性，
引入了项目管理办公室（PMO）的概念，并基于 PMO 构建了矩阵式管理模式。本
文着重阐述了中国联通 H 市分公司的矩阵式管理模式下，项目管理办公室的具
体职能设计，并为这个最核心的部门做好人员匹配，构架出矩阵式管理模式下
的公司组织架构。最后通过以下四项措施保障了新的管理模式构建：（1）强化
培训工作；（2）构建矩阵式管理模式下企业文化；（3）建立管理模式下的激励
机制；（4）矩阵式管理模式结构有效性评估。为了评估和检验矩阵式管理的实
际运营情况，本文通过 WCDMA 一期工程的实施案例，展现矩阵式管理模式在中
国联通 H 市分公司的实际运用情况。
矩阵式管理模式结合职能式管理模式和项目式管理模式的优点，并抵消它
们的缺点，对于构建合理、高效的企业管理模式具有一定的指导意义。但是矩
阵式管理模式也具有命令不一、权责不清等不容易避免的缺点，必须予以充分
的考虑加以规避。而这种基于项目管理办公室的矩阵式管理模式除了具备其优
点之外，能有效的规避普通的矩阵式管理模式的缺点，具备如下几个特点：（1）
企业完全以战略为导向；（2）企业活动项目化；（3）权责明确，命令一致；（4）
柔性化特点；（5）学习型组织。然而作为一种全新的管理模式被引入到中国联
通 H 市分公司中，无论是达到理论上的成熟与完善还是实践上的广泛运用，都
还是有很长的路要走的。
关键词：
管理模式转变，项目管理，矩阵式管理模式
Abstract
Reserch on Matrix Management Mode of
Chinaunicom H City Branch
Situation of increasingly fierce global competition , in a rapidly changing market
competition, enterprises invincible magic is effective enterprise management mode.
New original Unicom Unicom China Netcom merged with the original , its business
scope has expanded from a simple mobile services for the whole business ,
competitors, also from China Mobile to become a full-service operation of the same
two - China Mobile , China Telecom. China Unicom, the two competitors in the face
of such powerful than before the reorganization greater competitive pressures , China
Unicom, exactly what kind of management mode in order to maintain the survival
and development has become a crucial issue.
Currently China Unicom H City branch in the fierce market competition
situation, urgent need to further improve the management level , urgent need to
further expand the scale of business , it must as soon as possible to explore scientific
and effective management mode on the agenda. This article aims to integrate China
Unicom H City branch specific circumstances , in the critical period of strategic
transformation of the company , the company adopted a new management model to
explore the feasibility of policy and its implementation process effectively plan , the
company also has a valid internal management processes and good external
competitive advantage.
In this thesis, theory and practice of research methods , analyzes the City branch
of China Unicom H status , as well as the problems faced by - market competition ,
corporate culture, employee motivation after the reorganization is not high , the
quality of the completion of some major projects and efficiency of hard protection.
Secondly, we discussed the enterprise management mode into the possibility of
project management model , elaborated selection matrix management model of
reason and necessity of the introduction of the Project Management Office (PMO)
concept and built based on PMO matrix management model . This article focuses on
the city branch of China Unicom H matrix management mode, the specific functions
of the project management office design , and for the most central departments for
personnel match , the framework of the matrix management model under the
company&39;s organizational structure. Finally, the following four measures to protect
the building of a new management model : ( 1 ) strengthen the training ; ( 2 )
construct a matrix management model under the corporate culture ; ( 3 ) establish a
management mode incentives ; ( 4 ) matrix management effectiveness evaluation
model structure . In order to evaluate and verify the operation of matrix management
of the actual situation , the paper through a project implementation WCDMA case ,
showing a matrix management model H City branch of China Unicom in the practical
application of the case .
Matrix management model combines functional style of management and
project management mode advantages and offset their disadvantages , for building a
reasonable and efficient enterprise management model has certain guiding
significance. But matrix management model also has a command varies, unclear
responsibilities , which are not easy to avoid the shortcomings that must be fully
considered to be circumvented. And this project-based management office matrix
management model has its advantages in addition to outside , which can effectively
avoid the common shortcomings of matrix management model , with the following
characteristics: ( a ) the company fully strategically oriented ; ( 2 ) of corporate
activities ; ( 3 ) clear responsibilities , the command line ; ( 4 ) flexible characteristics ;
( 5 ) learning organization . However, as a new management model was introduced to
China Unicom H City branch , both theoretically reach maturity and perfection or
practice the extensive use , are still a long way to go .
Key Words：
Management paradigm shift, project management, matrix management model
第 1 章 绪论
1.1 研究背景
作为我国经济发展的重要行业之一，国内通信运营商己经发生了重大改变，
无论是用户数量还是收入、利润，都居于世界前列，对中国经济发展起到了关
键的促进作用。如今进入 3G 时代，国内通信运营商再次引领了业务和技术发展
的趋势，预计通信运营商的业务发展增长率即将出现井喷式的增高。
也正因为如此，国家也多次对整个电信行业进行了渐进式的调整，从而使
市场化竞争更为激烈，尤其是电信重组的全面完成和 3G 技术的实际应用，对新
联通公司产生了重大的影响，三大通信运营商的业务范围已扩大为全业务模式，
其业务范围已经在同一个竞争平台上互相介入互相渗透，可见，我国的电信业
已处于一个竞争十分激烈的时代。三大电信运营商需要不断的进行通信网络建
设改造或者不断的推出新的业务，来实现加快发展、提高核心竞争力的战略目
标，同时，为了应对新业务所带来的种种变数，三大运营商目前最迫切关心的，
即为如何使工作效率提高，如何尽快取得效益回报。
全球化的竟争形势日益激烈，在瞬息万变的市场竟争中，企业立于不败之
地的法宝就是有效的企业管理模式。新联通由原联通与原网通合并而成，其经
营业务范围已经由单纯的移动业务扩大为全业务，竞争对手也由原来中国移动
一家变成了同样全业务经营的两家——中国移动、中国电信。中国联通面对如
此强大的两个竞争对手，比重组前的竞争压力更大，中国联通究竟需要什么样
的管理模式才能保持生存与发展，才能适应环境的变化呢？
中国联通 H 市分公司目前的管理模式是基于传统管理学理论中的 “直线职
能式”管理模式，该管理模式出现于工业时代，其特点是分工精细，等级严明，
强调专业化的劳动分工，自上而下的形成一条统一的指挥体系，上级领导下级
依靠权威，下
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