根据《北京住总集团1998——2000年深化改革、加快发展的指导意见》“强化核心层、优化紧密层、重组作业层、放开松散层”的改革总体思路,两年来,作为住总集团紧密层企业的住宅六公司结合自身实际,在“优化紧密层、重组作业层”方面,进行了积极的探索和实践,取得了较好的效果。 “优化紧密层”,以规范项目管理,管理层和作业层相分离为突破口,以技术密集的管理型公司为目标,实现体制、人员、管理3个优化。1997年12月,住六公司撤消土建分公司,全面推行项目管理;根据工程需要,组建了11个项目经理部,实行“公司——项目部”两级管理。经过近1年的运行,住六公司 According to the “General Guidelines for Deepening Reforms and Accelerating Development of Beijing Zongci Group 1998-2000,” the general idea of ​​“strengthening the core layer, optimizing the tighter layers, reorganizing the operation layer, and loosening the loose layers” has been used for two years as the General Manager Group. The residential six companies in the tight-tier enterprises combined their own actualities and actively explored and practiced in terms of “optimizing the tighter layers and reorganizing the operational layers” and achieved good results. “Optimizing a tight layer” to standardize project management, separating management and operation layers into breakthroughs, and targeting technology-intensive management companies to optimize the system, personnel, and management. In December 1997, Liuliu Company withdrew its civil engineering branch and fully implemented project management. According to the project needs, it established 11 project management departments and implemented the “company-project department” two-level management. After nearly one year of operation, live six companies