本文選題：房地產(chǎn)市場調(diào)控 + 發(fā)展戰(zhàn)略　； 參考：《天津大學(xué)》2013年碩士論文

【摘要】：從2003年以來，政府對房地產(chǎn)行業(yè)進(jìn)行了多輪宏觀調(diào)控，房地產(chǎn)行業(yè)自身存在的集中度低、管理粗放等問題在調(diào)控和發(fā)展中也呈現(xiàn)的愈加明顯。長期來看，房地產(chǎn)市場將隨著政府宏觀調(diào)控回歸到平穩(wěn)發(fā)展階段，房地產(chǎn)企業(yè)也將在行業(yè)整合中迎來新的發(fā)展機遇。 房地產(chǎn)企業(yè)為應(yīng)對調(diào)控帶來的生存和發(fā)展壓力，需要重新審視公司發(fā)展戰(zhàn)略，借鑒優(yōu)秀企業(yè)的管理實踐，調(diào)整和優(yōu)化組織管控結(jié)構(gòu)，在加強內(nèi)部管理、提升組織能力、提高運營效率上不斷加大投入。 本文從房地產(chǎn)開發(fā)經(jīng)營管理、企業(yè)組織設(shè)計的相關(guān)理論和房地產(chǎn)行業(yè)的管控實踐入手，分析了未來房地產(chǎn)企業(yè)發(fā)展戰(zhàn)略和需培養(yǎng)的組織能力，并以DK公司組織管控設(shè)計為案例，對房地產(chǎn)企業(yè)如何從公司組織管理現(xiàn)狀出發(fā)，根據(jù)發(fā)展戰(zhàn)略要求進(jìn)行組織結(jié)構(gòu)設(shè)計，對項目進(jìn)行有效管控，，支持公司業(yè)務(wù)發(fā)展進(jìn)行了實證說明。 全文主要內(nèi)容分為四部分：第一，對房地產(chǎn)行業(yè)開發(fā)經(jīng)營管理與企業(yè)組織結(jié)構(gòu)設(shè)計理論進(jìn)行了回顧；第二，對房地產(chǎn)行業(yè)面臨的宏觀環(huán)境、競爭格局、未來發(fā)展趨勢和企業(yè)的戰(zhàn)略選擇與組織能力建設(shè)進(jìn)行了分析；第三，對房地產(chǎn)行業(yè)的集團管控和項目管理模式實踐進(jìn)行了闡述，提出了企業(yè)的組織管控設(shè)計框架；第四，從組織管控需求出發(fā)，按照組織管控設(shè)計步驟，對DK公司的管控定位和管控模式進(jìn)行了論證，對組織管控體系的設(shè)計過程進(jìn)行了詳細(xì)說明。
[Abstract]:Since 2003, the government has carried on many rounds of macro-control to the real estate industry, the real estate industry own existence concentration degree is low, the management extensive and so on question also appears in the regulation and development more and more obvious. In the long run, the real estate market will return to the stable development stage with the government macro-control, and the real estate enterprises will also welcome new development opportunities in the industry integration. In order to cope with the pressure of survival and development brought by regulation and control, real estate enterprises need to re-examine the development strategy of the company, learn from the management practice of excellent enterprises, adjust and optimize the organizational control structure, strengthen the internal management, and enhance the organizational ability. Improve the operational efficiency of increasing investment. This paper starts with the theories of real estate development and management, enterprise organization design and the management and control practice of real estate industry, analyzes the development strategy and organizational ability of future real estate enterprises, and takes DK company's organization management and control design as a case study. How to design the organization structure according to the development strategy, how to manage the project effectively, and how to support the business development of the real estate enterprise are illustrated. The main content of this paper is divided into four parts: first, it reviews the theory of development, management and organizational structure design of real estate industry; secondly, it reviews the macro environment and competition pattern faced by real estate industry. The future development trend and strategic choice and organizational capacity building of enterprises are analyzed. Thirdly, the practice of group management and project management in real estate industry is expounded, and the organizational control design framework of enterprises is put forward. According to the design steps of organizational management and control, the management and control model of DK company is demonstrated, and the design process of organizational management and control system is explained in detail.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F299.233.4

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