Construction Services Management Methods

Abstract

The invention discloses a construction service management method, including a construction management method, an attendance checking method, a credit investigation and recruitment method, a fund lending method, an education and training method, and a professional skills certification method. The construction service management method of the present invention is mainly used to solve the problems of disadvantaged groups, high mobility, low wages, less education and training, high occupational risks, and poor sense of belonging faced by migrant workers in the construction industry, and at the same time, it can improve the construction development method. and the management level of the construction party.

Description

technical field [0001] The invention relates to the field of construction industry management, in particular to a construction service management method. Background technique [0002] With the continuous acceleration of my country's modernization process, the status of migrant workers in the construction industry has attracted the attention of all aspects of society. Starting from the age, gender structure, and education level of migrant workers in the construction industry, this paper analyzes and describes the current situation of migrant workers in the construction industry, and analyzes the overall characteristics of migrant workers in the construction industry: vulnerability, high mobility, high work intensity, and high occupational risk. The living conditions of urban construction workers are analyzed from three aspects: quality of life, protection of rights and interests, and social security, and working hours, wage income, living conditions, training conditions, insu...

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Problems solved by technology

[0003] In addition, most construction companies do not have special supervision, audit, inspection, and assessment agencies. They only rely on remote supervision from superior functional departments, or go to the construction site for inspection at the end of the year, so it is difficult to truly assess the real performance of the project.

It is obviously not enough to understand the situation only from financial, planning, and technical reports. It is impossible to accurately assess the completion of project responsibility objectives, and it is also impossible to accurately audit the final economic benefits of the project department.

At present, my country's construction enterprises generally lack such an effective evaluation mechanism for project management performance. The project management of enterprises is relatively blind. After the completion of the project, the level of enterprise management of the project cannot be effectively reflected.