First, the causes of the crisis in construction enterprises and analysis of the status quo
When it comes to the crisis causes of construction enterprises, the author thinks that we should analyze and think from the following aspects. First, from the source of construction products, on the one hand, because construction enterprises are greatly influenced by the national macro-control policies, the government's investment orientation, investment area, investment scale, investment and financing policies and related laws and regulations will directly affect the production and operation of enterprises, and any change in policies may be good news or bad news; On the other hand, at present, the investment subjects of China's construction products are gradually diversified, and the state, local and private capital are tripartite confrontation. In addition, after China's entry into WTO, the protection period for the construction market will soon come to an end, and foreign capital will suddenly emerge, and the operation modes of BT, bot and BOOT will also be different, resulting in many uncertainties and root risks in the initial stage of project construction. Secondly, judging from the market competitiveness of construction products, because the supply of construction products is in short supply, there are more wolves and less meat in the construction market, and the economic operation is chaotic and there are many hidden rules. Although illegal subcontracting, subcontracting and subcontracting are prohibited, construction enterprises are completely in a weak position. On the one hand, enterprises pay a lot in advance for survival, on the other hand, the owners delay the project payment for a long time, which leads to the hidden danger of the capital chain fracture of construction enterprises. Third, from the point of view of the manufacturers of construction products, because the construction market is a competitive industry and also a low-profit industry, enterprises must expand their scale if they want to develop. If the production capacity fails to keep up, it will easily lead to extensive management and lack of refinement, which will lead to imprecise and unsystematic bidding demonstration of project management and incomplete pre-control of safety and quality plans, which will easily lead to crises such as product quality, production safety, legal proceedings, brain drain, corporate image and management out of control.
The above three reasons have left many uncertainties and potential risks for the development of enterprises. Many construction enterprises often lack crisis awareness. They don't plan ahead before the crisis, but always wait until after it. Therefore, it is imperative to establish a scientific and reasonable crisis management system.
Second, the construction enterprise crisis management strategies
Enterprise crisis management is a systematic project. Enterprises should consider everything and plan carefully in order to cope with all kinds of crises calmly. Fei Yao, a French management scientist, once said that management is not a point, but a line and an interrelated movement process. The same is true of crisis management, which is a series of activities to eliminate enterprise crisis factors, mainly including prevention and preparation, control and solution, summary and reflection.
Crisis prevention and preparation. Crisis prevention is the core and key of crisis management. The so-called key, see the leopard, see the micro-knowledge, see the micro-knowledge. Crisis prevention means that enterprises must list all risk factors one by one, consider their possible consequences, formulate preventive measures and estimate the cost of prevention. The key to crisis prevention is to resolve and eliminate the crisis in the bud through careful work at ordinary times.
First of all, we should establish a perfect crisis management organization, formulate crisis handling procedures, clarify the responsibilities of competent leaders, departments and management at all levels, establish corresponding risk response plans, and form a horizontal to vertical crisis prevention network system. Such as the establishment of debt dispute plan, debt crisis plan, safety accident plan, quality complaint plan, news litigation plan, etc. At present, some domestic construction enterprises have established emergency management methods to deal with emergencies, but most enterprises generally lack preparation to deal with crises.
Secondly, it is necessary to establish a risk assessment system. According to the characteristics of the industry, construction enterprises can establish business bidding risk assessment, capital operation risk assessment, quality and safety risk assessment, legal litigation risk assessment, production scale and production capacity risk assessment, human resources risk assessment, corporate image and reputation assessment, etc. At the same time, establish the priority order, analyze the possibility and influence of risks and crises, and then comprehensively analyze the feasibility, costs and benefits of various risk control methods, and finally establish the most suitable crisis treatment scheme for different risks. For example, in the pre-bid risk assessment, we can consider the reputation and ability of the owner, the characteristics and technical difficulties of the project, and whether the project meets the design and construction advantages of the enterprise, so as to carry out the construction technical risk assessment and prevent the arrears of project funds and construction risks. Especially for bot project investment, we should consider the social and economic benefits of the project, the policies and attitudes of local governments, the credibility, ability and financial strength of the partners. If bidding is adopted, the construction unit shall have capital guarantee to avoid, transfer or disperse risks and reduce the investment risks of enterprises. For another example, in order to avoid all-round attack by construction enterprises and reduce the phenomenon of big projects, big losses and low benefits, construction enterprises should comprehensively establish an adaptive evaluation mechanism for production scale and production capacity, and actively explore new ways for technological management innovation and development. This can not only avoid safety and quality accidents caused by out-of-control management, but also enable enterprises to concentrate on standardizing corporate behavior. This is the basis for enterprises to avoid the crisis, and it is also an urgent problem for current construction enterprises to solve.
The third is to establish a crisis early warning system. Crisis management institutions are required to do a good job in daily information collection, identification, classification, analysis and management, so that they can reflect the changes of the crisis more systematically and prominently, predict the types of crises that may occur in the future and their harm, and issue crisis warnings when necessary. Crisis managers should be good at capturing the information before the crisis, confirm and determine what kind of crisis is as soon as possible when there are signs of crisis, and do a good job in the preliminary work of crisis control. For example, in the recent Beijing subway tunnel excavation collapse accident, the construction unit should immediately realize the serious consequences that the accident may bring to the enterprise and must immediately start the crisis management mechanism.
Crisis control and resolution. Crisis prevention management can only minimize the number or degree of crisis outbreaks, but can't prevent all crises from coming. So how do enterprises deal with the crisis? The author believes that enterprises can quickly start the crisis management control procedures, and if the initial response lags behind, it will cause the spread and expansion of the crisis. Construction site personnel must immediately report to the competent leaders or competent departments of the enterprise, and the crisis management agency shall immediately conduct a detailed investigation on the time and place of the accident, the cause of the accident and the responsible subject in accordance with the management procedures, and resolutely implement it in accordance with the established safety accident treatment plan. Because of the sudden change and urgency of the crisis, any preventive measures can't be foolproof, and we should revise and enrich the crisis handling countermeasures at any time according to specific problems.
Second, we should be brave enough to admit the facts, inform the higher authorities, owners, supervisors, local construction authorities and social media in time, try our best to avoid being passive, and never take chances and try to hide the truth until it is too late to regret. The more in times of crisis, the more it can show the overall quality and comprehensive strength of an excellent enterprise. As long as we adopt an honest, frank and responsible attitude, it is possible to turn the crisis into vitality and get a bad effect. At the same time, it is necessary to quickly rescue workers in distress, properly compensate victims for losses, scientifically implement accident rectification, and embody the people-oriented business principle in action.
The third is to pay attention to the guidance of the media, so as to attack skillfully and seek advantages and avoid disadvantages. With the development of science and technology, the media has broken the barriers of region or time and space and exerted unparalleled influence. Whoever ignores this factor is a dangerous and potential crisis. Large and medium-sized enterprises have certain influence in the industry, so once a crisis occurs, they will become the target of crazy pursuit by various media. Although enterprises can't completely control the position and trend of media reports, they can actively provide data related to enterprises through their daily relations with the media, help the media understand the operating conditions and characteristics of enterprises, and increase the media's understanding of enterprise organizations, which is conducive to the correctness and fairness of media reports. After the safety accident, the competent department of the enterprise should make clear the spokesman of the enterprise in the response measures, and at the same time straighten out the release channels and levels to ensure the smooth dissemination of information and avoid misleading and inconsistency. At the same time, enterprises must actively communicate with relevant government departments and influence the attitude of government units in a positive way. Through the implementation of government power, we can positively influence or eliminate the negative influence of the public and industry on ourselves.
Fourth, give full play to the role of notarization or authoritative institutions in solving the crisis. Taking advantage of the good image of authoritative organizations in the public mind, it is best to invite notaries or authoritative people to assist in the investigation when dealing with the crisis, so as to win the public's trust, which often plays a decisive role in the handling of enterprise crises. Rumou Construction Group had a landslide accident during the construction of Beijing subway. After the rescue was completed, a special group consisting of academicians of the National Academy of Engineering, well-known experts and professors, officials of government safety supervision departments, etc. 10 was quickly established. Through the analysis and demonstration of the cause of the accident, it is finally concluded that the unknown factors of geological advance prediction are too complicated, which greatly strengthens the company's sincerity and credibility in the eyes of the public, clarifies the truth and saves the influence of the enterprise to the maximum extent.
Crisis summary and reflection. Crisis summary is the last important link of crisis management, which has important reference value for formulating a new round of crisis prevention measures. Therefore, crisis management should be summarized seriously and systematically. Remember the past, the teacher of the future, the stone of other mountains, can attack jade. First, after the crisis management, enterprises should set up investigation and evaluation institutions to analyze the causes of the crisis and implement detailed prevention and treatment measures. Second, we should make a comprehensive evaluation of this crisis management, list all kinds of problems in this crisis management in detail, comprehensively classify all kinds of problems involved in the crisis, put forward rectification measures respectively, and instruct relevant departments to implement them item by item to improve the content of crisis management. Third, we should analyze the crisis rationally and treat it scientifically. The crisis of an enterprise does not mean the failure of enterprise management, and there will often be a turning point in the crisis. Enterprises should turn the heavy pressure brought by the crisis into a powerful driving force, and urge themselves to constantly seek innovative ideas in management, organizational structure, construction technology and construction technology, so as to finally realize the harmonious, healthy and steady development of enterprises.
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