母子公司文化管控的实施方法研究

发布时间：2018-06-02 13:59

本文选题：母子公司 + 文化管控　；参考：《北京交通大学》2017年硕士论文

【摘要】：企业集团这一高级组织形式的出现为社会经济的发展做出了极其重大的贡献。但是,伴随着企业集团的发展壮大,企业内部的管理控制问题逐渐凸显,企业集团母子公司的管理难度也日趋加大。当传统的管控手段无法有效解决企业内出现的管控问题时,文化管控的重要作用就得以体现。母子公司文化管控作为一种新型的管控方式,能够有效促进母公司与子公司的合作交流与协调,更好地发挥企业集团的规模效益和协同效益。母子公司文化管控的实施重点是母公司价值观向各子公司的传播与落实问题。有效的文化管控得以实现的关键在于企业集团采取怎样的实施方法和手段,促使各子公司成员和母公司形成共同的价值观、行为规范和目标。然而,目前许多企业集团在进行文化管控的过程中,由于缺乏实践经验及相关理论指导,往往会出现在众多实施方法中无从选择的状况。为帮助企业集团母子公司选择更为有效的文化管控实施方法。本文在国内外相关学者的研究基础上,通过逻辑分析寻求实施方法的内在联系,对母子公司文化管控的实施方法进行总结与归类,提炼了集团领导者的带头作用、子公司经理人员的任命、榜样人物的树立、新成员的选择、员工的培训、设立文化管理部门及专职人员、行为规范的制定、绩效考核、媒体传播及故事传播这10种文化管控实施方法,并对所提取的10种实施方法进行归类,划分为人员相关、规制相关和传播相关3个类别。通过对5家在文化管控实践领域具有代表性的企业集团进行实证研究,获取了 7种有效的具体实施方法。并对这7种文化管控实施方法进行了有效性分析,说明不同实施方法对提高员工对集团文化的接受度的有效程度,从而帮助企业集团寻求更为高效的文化管控实施方法。本研究期望为广大企业集团选择具体的文化管控实施方式提供决策参考,帮助企业集团母子公司进行文化管控时把握着力重点。同时也为文化管控研究领域的理论创新和企业集团母子公司管控实践的发展做出贡献。
[Abstract]:The emergence of enterprise group as a high-level organization has made a great contribution to the development of social economy. However, with the development and growth of enterprise groups, the internal management and control problems are gradually highlighted, and the management difficulties of parent and subsidiary companies of enterprise groups are also increasing day by day. When the traditional means of control and control can not effectively solve the problems of management and control in enterprises, the important role of cultural control can be reflected. As a new mode of management and control, parent-subsidiary cultural control can effectively promote the cooperation, exchange and coordination between parent company and subsidiary company, and bring into play the scale and synergistic benefits of enterprise group. The implementation of parent-subsidiary cultural control focuses on the dissemination and implementation of parent company values to its subsidiaries. The key to the realization of effective cultural control lies in the implementation methods and means adopted by enterprise groups to promote the formation of common values, codes of conduct and goals among the members of subsidiary companies and the parent companies. However, in the process of carrying out cultural control, many enterprise groups often have no choice in many implementation methods because of the lack of practical experience and relevant theoretical guidance. In order to help group parent-subsidiary companies to choose more effective implementation of cultural control. Based on the research of related scholars at home and abroad, this paper summarizes and classifies the methods of implementing culture control of parent-subsidiary companies through logical analysis, and refines the leading role of group leaders. Appointment of subsidiary managers, establishment of role models, selection of new members, training of staff, establishment of cultural management departments and full-time personnel, establishment of codes of conduct, performance appraisal, Media communication and story communication are 10 kinds of cultural control methods, and the 10 methods are classified into three categories: personnel correlation, regulation correlation and communication correlation. Through the empirical study of five representative enterprise groups in the field of cultural management and control, seven effective implementation methods are obtained. This paper also analyzes the validity of these seven methods of cultural control and management, and explains the effectiveness of different methods to enhance the acceptance of group culture, thus helping enterprise groups to seek more efficient methods of implementing cultural control and control. The purpose of this study is to provide a reference for the enterprise groups to choose specific ways of implementing cultural control and control, and to help the parent-subsidiary companies of the enterprise groups to grasp the key points in the process of cultural management and control. At the same time, it also contributes to the theoretical innovation in the field of cultural management and control and the development of the management practice of parent and subsidiary companies of enterprise groups.
【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F270

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