大型工程移交管理中的组织与效率——对大亚湾核电工程和岭澳核电工程的案例研究

工程项目建设中的移交过程由于其阶段性和相对于项目进度关键里程碑的“隐蔽性”而往往不被重视,但它对工程项目的质量和今后营运业绩有潜在的非常重要的影响。本文以大亚湾核电站和岭澳核电站工程移交为例,应用组织行为理论和X效率理论,研究了大型工程移交管理中的组织与效率问题。案例研究结果表明,第一,工程移交的复杂性要求移交组织应当是一个能够进行良好沟通的、扁平化的网络型组织,并应当给予足够的授权,以高效率处理工作中的各类管理和技术问题,保证工程移交的进度和质量;第二,良好的信息管理系统的应用、必要的协调会议是解决沟通问题的良好途径,而良好的企业文化、管理理念是保证良好沟通的关键;第三,工作过程的设计必须以提高效率和质量为原则,并要努力发现影响效率和质量的主要方面,进行持续改进;第四,由于工程的阶段性,普遍存在一种“退出效应”,特别是在工程后期这种效应更加突出,必须充分加以重视。     

Social marketing: an approach to planned social change

This article examines the applicability of marketing concepts to social causes and social change. Social marketing is defined as the design, implementation, and control of programs calculated to influence the acceptability of social ideas and involving considerations of product planning, pricing, communication, distribution and marketing research. Wiebe examined four social advertising campaigns and concluded that their effectiveness depended on the presence of adequate force, direction, adequate and compatible social mechanism, and distance (the "cost" of the new attitude as seen by message's message"s recepient). A marketing planning approach is not a guarantee for the achievement of social objectives; yet, it represents a bridging mechanism linking the knowledge of the behavioral scientist with the socially useful implementation of that knowledge.