I 项目型企业矩阵式管理体系的主要问题与对策研究 ——以建筑装修工程公司为例所做的分析 研究生：方静 导师：李东 东南大学 摘要 项目型企业作为一种新兴的现代企业管理组织形态，本质上是为了应对现代社会的 多专业跨领域生产发展遇到的复杂管理问题而存在的。项目型企业的组织管理结构是企 业组织的全体成员为实现一定的组织目标，在企业的管理工作中进行分工协作，而在职 务范围、责任及权利方面所形成的结构体系[1]。随着社会的快速发展，管理方式和信息 化技术等体系或手段日趋完善，项目型企业的组织结构需要改革创新，以满足企业和社 会发展的需要，而其中矩阵式组织管理是项目型企业实行和变革的重点。本文尝试对项 目型企业矩阵式管理体系进行比较深入地探讨，并以某建筑装修工程公司实施的矩阵式 管理体系为案例，结合实际项目操作环境和实施效果，并分析由传统的直线职能型组织 结构转变为矩阵型组织结构的障碍以及成因，并找出对策，优化建筑行业装修工程公司 的常见的矩阵式管理体系，完善国内项目型企业矩阵式管理体系。 首先将项目型企业的组织结构需求和常见的组织结构形式作逐一阐述、并对本文的 研究思路与内容及本文的研究应用价值进行简要说明。 然后着手进行基础理论研究分析，从企业组织变革理论和企业组织结构理论分别论 述组织变革的动因和阻力、组织结构的类型与优缺点并分析当前项目型企业矩阵式组织 管理的现状。在此基础上，分析归纳了项目型企业矩阵式管理体系搭建的主要障碍、成 因以及相应的应对措施。 以参与实施矩阵式管理体系的某项目型企业两个工程的项目管理案例为蓝本，分阶 段举例记录项目管理过程中实施矩阵式管理体系为公司管理和项目管理带来的实际效 果，并分阶段、有针对性优化调整组织管理体系，以实践验证理论，分析出矩阵式管理 体系存在的共性问题，并逐一进行对策和解决措施的研究。 任何组织管理体系都有其缺陷性，虽然在组织历史的时间上看，矩阵制属于后来者， 但是在理论上不可以说是最高层次的组织方式，或者说是比直线职能或其他职能组织形 式高明多少，尽管其结构上确实要复杂的多。实践证明选择的任一组织管理体系，只有 东南大学高级工商管理硕士学位论文 II 适合战略需要，才是企业最好的结构形态。矩阵式组织管理体系对项目企业而言并非具 有普适性。总之对于企业而言，以客户服务为导向，能更好更优质完成合同目标，从某 种意义上说项目型企业的矩阵式组织管理体系不具有唯一性。 随着社会进步，科技信息高速发展，矩阵式组织管理体系在项目型企业中的发展有 其一定的方向和趋势，结合实际项目工程管理案例，并根据目前社会发展趋势和其他项 目型企业的管理案例，对矩阵式组织管理体系在项目型企业中的发展进行进一步的推演。 关键词：项目型企业；矩阵型组织；管理激励；组织变革；协调策略 Abstract III Research on the main problems and countermeasures of the matrix management system of project-oriented enterprises ---Analysis of building renovation engineering company as an example Postgraduate：FANG Jing Supervisor：LI Dong Southeast University Abstract As a new form of modern enterprise management organization, project enterprise essentially exists to cope with the complex management problems encountered in the development of multi-specialty and cross-domain production in modern society. As a project-based enterprise, the organizational management structure is a structural system formed by all members of the enterprise organization in terms of job scope, responsibility and rights in order to realize certain organizational goals and to carry out division of labor and cooperation in the management of the enterprise. With the rapid development of society, management methods, information technology and other systems or means are becoming more and more perfect. The organizational structure of project-based enterprises needs to be reformed and innovated to meet the needs of enterprise and social development. Among them, matrix organizational management is the focus of implementation and reform of project-based enterprises. This thesis tries to deeply discuss the matrix organization management system, taking the architectural decoration engineering company implement the matrix management system as a case, combined with actual project operation environment and the implementation effect, and to analyzethe obstacles and causes if changing from traditional Linear Functional Organizational Structure to Matrix Organizational Structure, and to find countermeasures, optimization of construction industry decoration engineering company common matrix management system, perfecting the domestic enterprises matrix management system. Firstly, the organizational structure requirements of Project-Oriented enterprises and common organizational structure forms are described one by one. Furthermore,it briefly introduces the research method, research content as well as the application value of this paper. Secondly, the fundamental research and analysis is carried out. The causes and obstacles 东南大学高级工商管理硕士学位论文 IV of organizational change, the organizational types as well as the advantages and disadvantages are expounded from the perspectives of enterprise organization revolution theory and enterprise organizational structure theory.Based on what is mentioned above, the paper analyzes and summarizes the main obstacles, causes and corresponding countermeasures to the construction of Matrix Management System for Project-Oriented Enterprises. Based on two projects cases implemented by a Project-Oriented enterprise which carries out Matrix Management System, this paper records the actual benefit Matrix Management System brings to the enterprise management and project management in different stages and describes targeted regulation and optimization for different stages of organizational management system. By putting theory into practice, this paper summarizes common problems existing in Matrix Management System and proposes strategy and solution one by one. No organizational management system is perfect. Matrix Management System is no exception. It cannot be said that it is the highest-level system in theory just because it occurs later in history or that it is better than linear function organizational structure or any other organizational structure just because it is more complicated. The right one is the best. Matrix Management System doesn’t fit every enterprise. To a certain degree, Matrix Management System is not the only option for enterprises to be customer-oriented and to accomplish objectives with higher quality. Along with the social progress, rapid development of science and technology information, the matrix organization management system in enterprise project has its certain direction and the trend of development, combined with actual project engineering management case, and according to the current trend of social development and other projects enterprises management cases, the matrix organization management system in the project in the enterprise development to further deduction. Key-Words: Project-Oriented enterprise; Matrix organization; Management incentive; Organizational innovation; Coordination and collaboration strategy 目 录 V 目 录 摘要 .......... I ABSTRACT ............................. III 第一章 绪 论 .......................... 1 1.1研究背景 .......................... 1 1.2研究思路与内容 .............. 2 1.3研究概况 .......................... 2 1.4论文研究的应用价值 ...... 3 第二章 基础理论研究与研究现状 ........................ 5 2.1 企业组织变革理论 ......... 5 2.1.1 组织变革概述 ......... 5 2.1.2 组织变革的动因 ..... 5 2.1.3组织变革的阻力 ...... 6 2.2 企业组织结构理论 ......... 7 2.2.1组织结构的概念 ...... 7 2.2.2 企业组织结构类型 . 8 2.2.3 企业组织结构优缺点 ............................ 9 2.3 项目型企业矩阵式组织管理的现状............ 11 2.3.1项目型企业的主要特征 ........................ 11 2.3.2项目型企业的主要管理要求 ............... 13 2.3.3矩阵式组织管理现状 ........................... 15 2.3.4项目型企业矩阵式组织管理的现状 ... 16 第三章 项目型企业构建矩阵式组织的主要障碍及分析 ................. 18 3.1构建项目型企业矩阵式组织管理体系的主要障碍 .................. 18 3.2对主要障碍的前因与后果的分析 ............... 19 3.2.1双重管理的复杂性 19 3.2.2企业惯性 ................ 19 3.2.3企业的人才储备 .... 20 第四章 项目型企业构建矩阵式组织的主要策略 ............................. 21 4.1构建项目型企业矩阵式组织管理体系的策略与措施研究 ...... 21 4.1.1构建项目型企业矩阵式组织管理体系