The construction industry is an important part of China's important industries and plays an increasingly important role in China's industry. However, with the continuous acceleration of China's economic development, the competition among Chinese construction enterprises is becoming more and more fierce. And how to make the enterprise maintain tenacious fighting capacity is also the key research topic of the enterprise. Therefore, the following further discusses some problems existing in building construction management and puts forward some countermeasures, hoping to provide some reference for the management of this industry.
First, the importance of construction management
Whether the management work is done in place has an absolute impact on the operating efficiency, image and competitiveness of enterprises. Construction enterprises should not only have technical conditions and equipment, but also need higher management level to support the concrete implementation of these technologies and equipment. And because the construction industry is special, there are many types and styles, and the requirements for scale are different. Moreover, the weather will have a certain impact on the construction work, and the types of work overlap and many processes overlap. Therefore, the management level must be improved to ensure the normal and orderly implementation of the construction, achieve the target quality standards and reduce the construction cost. Moreover, due to the accelerated development of the construction industry, all kinds of new technologies and materials appear at the same time, and the structure of new projects is more complicated, the functions are more special, and the requirements for technology and equipment are higher. Therefore, technical management should be improved in order to be more coordinated.
Second, the lack of construction management
(A) the lack of a sound management system.
In recent years, although many enterprises have applied modern management science, there are still some enterprises whose construction management systems are not perfect. There are the following problems: construction enterprises do not have a sound management system, and they are not fully implemented in accordance with the management system in actual construction management. In order to reduce costs, some construction enterprises have lost management posts, which leads to the phenomenon that a manager takes on more responsibilities. At the same time, enterprises pay little attention to the management system, which can not meet the requirements of the management system.
(B) weak management awareness.
Some construction enterprises do not have an accurate understanding and positioning of construction management, generally despise management, pay too much attention to safety production and work, and do not put too much energy into management. They simply believe that as long as the management cost is reduced and the production technology is improved, ideal economic benefits can be obtained.
(3) Lack of awareness of safe production.
According to the relevant provisions of the Safety Production Law, construction enterprises must take safety production as a basic work and fully implement it. Some units ignore the education of safety in production, and the constructors don't know much about safety in production, which leads to low production operation level, weak awareness of safety in production and poor self-protection ability. Due to the accelerating development of construction engineering industry, the industry lacks comprehensive talents with high quality, high education and high technology. Many management talents in construction enterprises were promoted by former grass-roots personnel. Compared with the current college students, many professional problems are not very clear. Although highly educated professionals have good theoretical knowledge, they lack practical management experience and need to improve their ability to solve practical problems.
(D) insufficient attention to civilized construction.
In the process of on-site management, the construction enterprises did not put civilized construction in the corresponding position, and the on-site managers only emphasized in the meeting that they were always in a state of passive response to the inspection and did not really implement the work in time. The awareness of cost accounting in construction engineering enterprises is weak, and the cost accounting steps are relatively simple. There are some problems in cost accounting, such as simple steps and allocation of cost funds. The budget cost and the final cost are not completely corresponding, which leads to the impact on cost calculation and assessment.
Third, measures to improve the level of construction management
(1) Improve the construction management system.
If a construction enterprise wants to have a reference standard and basis when managing the construction site, it must establish a perfect construction management system and make the management system fully play its role. To choose a system suitable for project management, the system must be sound and effective. At the same time, it is necessary to build a management and professional technical team suitable for the enterprise itself and establish a corresponding reward and punishment mechanism.
(2) Strengthen management awareness.
Construction management must clearly establish management consciousness and improve the quality of managers on the premise of ensuring project quality and construction safety, which plays a key role in the project. A person's consciousness has a decisive influence on action. Managers must have a correct attitude, so the attitude of managers will play a decisive role in the attitude of the whole project management. Therefore, project leaders must guide managers to have a correct attitude, thus providing convenience for management.
(3) Improve safety awareness.
Construction units should regularly organize activities to cultivate safety awareness, improve the safety awareness of all employees, enhance self-protection ability, make employees realize the importance of safety production, and strictly abide by rules and regulations for construction. At the same time, the construction unit should also increase investment in safety to ensure the safety of facilities and sufficient safety supplies to ensure the safety of the construction site.
(four) to improve the quality and technology of all staff.
The management factors in construction projects include certain subjective factors, so we can improve the construction level subjectively by improving the quality of all construction personnel. At the same time, we should always be people-oriented, strengthen teamwork, put responsibility on everyone, and clarify responsibilities and principles. By improving the quality of relevant personnel, an excellent management team can be established.
Concluding remarks
By expounding the problems existing in the construction management of construction projects and the corresponding solutions, we know that the construction industry is an important part of China's important industries, and its position in China's industries is becoming more and more important. However, with the continuous acceleration of China's economic development, the competition among Chinese construction enterprises is becoming more and more fierce. Moreover, the construction process management of building engineering is systematic and complex, and the scale of building engineering is expanding, which leads to many new problems in construction management. Therefore, we must attach importance to the management in the construction process to ensure that enterprises always have strong competitiveness and can develop healthily and continuously.
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