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企业要发展,必需建立科学的管理体制和制度,确立合理的内部组织机构和运营顺畅的关系。2002年路桥集团公路—局—公司武汉绕城路九标项目经理部(以下简称武汉绕城路项目)按局、公司关于项目两层分离改革的新思路及《规范项目管理的有关办法》,进行劳动体制改革和项目组织机构调整,通过重组管理层,在作业层组建内部专业施工队和组建设备租赁站,实施了项目管理层与作业层分离,使项目由“施工劳务型”向“施工管理型”转变,形成了以公司总承包为龙头,以项目经理部为载体,管理层与作业层相互配套,内外部专业施工队相互合作新的施工格局,出现了劳动、知识、技术、管理和资本的活力竞相迸发的局面。
Enterprises to develop, we must establish a scientific management system and system, establish a reasonable internal organization and smooth operation of the relationship. In 2002, Luqiao Group Highway-Bureau-Company’s Wuhan City Round Road nine standard project manager (hereinafter referred to as Wuhan City Ring Road project) according to Bureau, the company on the project two-tier reform of the new ideas and “regulate the project management of the relevant measures” The reform of the labor system and the organization of the project organization were carried out. Through the reorganization of management, an internal professional construction team and an equipment leasing station were set up at the operation level, and the project management level was separated from the operation level so as to make the project from “labor service” to “ ”Construction management " change, formed a general contractor as a leader, the project manager as a carrier, the management and operations supporting each other, internal and external professional construction team mutual cooperation in the new construction pattern, there labor, knowledge , Technology, management and capital of the vitality of the outbreak of the situation.