我國(guó)建筑行業(yè)項(xiàng)目經(jīng)理職業(yè)化研究.pdf

1、華中科技大學(xué)碩士學(xué)位論文我國(guó)建筑行業(yè)項(xiàng)目經(jīng)理職業(yè)化研究姓名：李書(shū)雄申請(qǐng)學(xué)位級(jí)別：碩士專(zhuān)業(yè)：工商管理指導(dǎo)教師：黎志成20040401華 中 科 技 大 學(xué) 碩 士 學(xué) 位 論 文 II ABSTRACT The concept of “professional manager system” was introduced into China from the west in middle o

2、f the 1990’s. With China entering WTO, domestic construction industry is confronted with the challenges of globalization. Due to the low quality of human resource and poor management in this i

3、ndustry, it is highly necessary to summarize systematically the research achievements relating to professionalizing of project manager, analyze potential problems might occur in the process of developing

4、professional manager system for domestic construction industry at current stage, and put forward countermeasures accordingly. This will undoubtedly promote the smooth growth of project manager system and hav

5、e huge significance in enhancing competencies of construction workers and improve the quality of construction and engineering. Initially this paper describes professional manager system shortly, reviews the emerg

6、ence of professional managers abroad and the premise of its existence as well as the definition. Then it compares professional managers with enterprises, and indicates the current situations of domestic

7、 professional managers. Finally, it illustrates necessaries of carrying out project manager system in construction industry in our country. Secondly, this paper summarizes the basic situations o

8、f project managers system in construction system, and analyzes the existing problems, such as social moral and characters, life philosophy, value judgment, self- estimate and work capacity. With illustration of a

9、real case, it suggests that the reform of professionalizing project managers would bring with huge economic and social benefits to the company. However, it also shows that the company has to face two obvious p

10、roblems in the process of professionalizing, that is, low overall quality of project managers and inadequate incentive for them. Thirdly, this paper presents the countermeasures from three aspects accordin

11、gly. In perspective of the administration departments of governments, they should normalize the competitive environment of construction market, perfect the relevant legislations, and make use of the economic

12、 lever to ensure the managers’ legal rights and benefits. In the view of the enterprises, they should recruit high- talent project managers, strengthen the professional training for project managers,

13、build up perfect performance appraise system, spur and constrain project managers’ behaviors effectively. In light of social resources, we should focus on perfecting the corresponding social servi