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1、项目型公司激励模式变革案例分析(CasestudyonIncentiveModelTransformationofprojectbasedcompany)IncentivemodelofprojectbasedcompanyAcasestudyofBeijingladderTechnologyCo.,Ltd.TongChengXiong[Topicname]humanresourcesdevelopmentandmanagement[Topicnumber]F102[200804]issuecopyThereisabigd
2、ifferencebetweenprojectcompanyandproductcompany.Softwaresystemcompany,equipmentengineeringcompany,constructioncompanyanddecorationengineeringcompanyaretypicalprojecttypecompanies.Projecttypecompaniesareusuallymadeupofsalesteamsandprojectimplementationteams.Thesale
3、steamtogetaproject,oftenneedtotrackthelong-termprocess,andoftenneedtobecomecustomersincertainaspectsoftheconsultant,usuallyshouldnotonlyrelyontheindividualdependsontheoperationteamtoachievebetterresults.Accordingly,theprojectimplementationteammustcompletetheprojec
4、ttaskswithinthespecifiedtime.Generallyspeaking,ateammustworkwitheachothertoensuretheprogressandqualityoftheproject.Therefore,howtoestablishagoodprojectcompanyemployeeandteamincentivemode,allowstheindividualtoworkhard,tobetterteamcooperation,thecompanytoachievebett
5、eroperatingperformance,isalmostthekeypropositionofeachprojectcompanymustthinkseriously.ThisarticlewillintroducethemanagementmodeofBeijingNetworkTechnologyCo.,Ltd.(hereinafterreferredtoasBeijingnetworkladder),inordertoprovideausefulreferenceforsimilarenterprises.Pr
6、oblemsinemployeeandteammotivationBeijingnetworkladderwasfoundedin2000,afterseveralyearsofhardwork,hasquicklybecomeawell-knownbrandinthefieldofdistanceeducationinchina.Beijingnetworkladderisatypicalprojectcompany,anditsorganizationalstructureiscomposedofsalesdepart
7、ment,projectimplementationdepartmentandothercoordinationdepartments.Since2006,thecompanyfeelsthatthepaceofdevelopmenthassloweddownsignificantly,andtherearemanyproblemsinsalesandprojectdepartments.Thecompanyitselfhastakensomemeasurestoadjust,althoughtherearesomeimp
8、rovements,buttheoveralleffectisnotbig.BeijingnetworkladdermanyemployeesarefromTsinghuaUniversity,BeijingUniversity,thestaff'sacademiclevel,schoolbackgro