A公司企业文化评价与提升研究

发布时间：2018-06-22 04:01

本文选题：企业文化 + OCAI　；参考：《福建农林大学》2017年硕士论文

【摘要】：文化是组织的灵魂,是企业发展竞争的软实力。当代企业的竞争已不仅仅是技术、知识、人才的竞争,更是企业文化之间的竞争。优秀的企业文化不仅能够营造良好的组织氛围,吸引和凝聚契合组织信仰的员工,更能够有效地激励和约束员工,推动员工与组织共同成长,改善组织绩效。A公司创立于上世纪80年代,历经三十余年的发展,形成了较为系统的文化理念体系,并积累了一定的文化建设经验。本文从过去、现在和未来三个时间维度出发,综合考虑了 A公司的成长历史、经营管理现状和未来的发展战略,参考丹尼尔森组织文化模型和对立价值观模型,运用0CAI(组织文化测评工具)等相关工具对A公司的企业文化进行了系统地扫描和诊断。对A公司的诊断,首先开始于文献研究。笔者通过现场收集信息、互联网、企业内刊和文献记载等渠道收集了关于A公司运营管理的相关资料,对A公司的发展历程、战略和目标、组织的管控体系、人力资源系统、内部制度和流程、业务范围模式、文化建设情况、行业地位和社会影响力等形成了初步认识。为了更加全面、系统地了解A公司企业文化建设的现状,本研究对集团各级单位员工进行了问卷调查。A公司现有员工6946人,参与调研的样本数为1376人,有效问卷为1134份,有效样本覆盖率为16.33%,满足抽样分析需求。在上述充分调研分析的基础上,本文结合内、外部环境的需求,借鉴了国内外优秀企业的文化建设成果,提出了 A公司企业文化提升的方案。最后,本文从系统建设和持续改进的角度出发,通过夯实企业文化管理基础、构建企业文化建设的保障机制和推动企业文化落地三方面举措,明确了集团企业文化变革的目标和方向。
[Abstract]:Culture is the soul of organization and the soft power of enterprise development and competition. The competition of modern enterprises is not only the competition of technology, knowledge and talents, but also the competition of enterprise culture. Excellent corporate culture can not only create a good organizational atmosphere, attract and condense the employees who agree with the organization's beliefs, but also effectively motivate and restrain employees, and promote the common growth of employees and organizations. Improved organizational performance. A company was founded in the 1980s, after more than 30 years of development, formed a more systematic cultural concept system, and accumulated a certain amount of cultural construction experience. Based on the three time dimensions of past, present and future, this paper synthetically considers A Company's growth history, management status and future development strategy, referring to Denilson's organizational culture model and opposing values model. This paper systematically scans and diagnoses the corporate culture of company A by using relevant tools such as 0CAI (organizational culture evaluation tool). The diagnosis of company A begins with literature research. The author collects relevant information about company A's operation and management by collecting information on the spot, Internet, internal journals and documents, etc., the development course, strategy and goal of A company, management and control system of organization, human resource system, etc. Internal system and process, business scope model, cultural construction, industry status and social influence have formed a preliminary understanding. In order to gain a more comprehensive and systematic understanding of the present situation of corporate culture construction in company A, a questionnaire survey was conducted among the employees at all levels of the group. There were 6946 employees in company A, 1376 people participated in the survey, and 1134 valid questionnaires. The effective sample coverage rate is 16.33, which meets the needs of sampling analysis. On the basis of the above research and analysis, this paper combines the needs of internal and external environment, and draws lessons from the cultural construction results of excellent enterprises at home and abroad, and puts forward a plan to promote the corporate culture of company A. Finally, from the point of view of system construction and continuous improvement, this paper establishes the guarantee mechanism of enterprise culture construction and promotes the landing of enterprise culture by strengthening the foundation of enterprise culture management. The aim and direction of group culture reform are defined.
【学位授予单位】：福建农林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F270;F279.26

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