摘要
战略管理决定公司的前进方向,而项目管理则是方法。许多企业决策效率低下的一个重要原因,就是项目实施与战略不匹配,且缺乏组织保障。现代企业竞争表明"战略是通过项目来实现的,而每个项目都应和组织的战略有明确的联系。"[1]随着市场竞争的集成化和体系化,部分浙商原先存在的决策的随机性和执行的随意性问题亟需扬弃。因此,如何将企业的战略管理与项目管理有机集成,有效解决战略规划和项目管理不能"联网"的问题,将成为浙商重要的决策选项。建立两者的互动机制,有助于减少浙商决策的随意性,提升决策效率和组织智能,帮助浙商决策管理走向科学化规范化。本文以传化集团多元化决策及其有效执行为例,分析了浙商的决策行为及其变化过程。
Strategy management decides a corporation＇s forward direction, and project management decides methods. A major reason for many enterprises＇ low decision efficiency is that project implementation does not match strategy and lacks organizational guarantee. Modern enterprise competition indicates that strategy is realized by projects and every project should have clear contact with organizational strategy. And as market competition becomes more integrated and systematic, some Zhejiang businessmen must abandon the randomness of the decision - making and the arbitrariness of implementation. So the problem how to make a strategic plan and project management integrated and connected wiU be Zhejiang businessmen＇s important decision. Establishing an interactional mechanism between the two helps to reduce randomness of the decision- making, to improve decision efficiency and organizational intelligence, to change disconnection between strategy plan and project management, and to make Zhejing businessmen＇ s management and decision standardized and scientific. This article adopts Tranfer Group pluralism and the effective implementation of the decision - making as an example, analyzes Zhejiang businessmen＇s changes in behavior and decision - making process.
出处
《商业经济与管理》
CSSCI
北大核心
2008年第6期9-14,共6页
Journal of Business Economics
基金
浙江省社会科学重点研究基地浙江工商大学浙商研究中心立项课题
关键词
浙商
战略管理
项目管理
决策模型
有机集成
Zheshang
strategy management
project management
decision model
organic connection
