论地质国企二次创业中的文化阻抗及其对策
发布时间：2018-08-11 18:11
【摘要】：国有地勘单位在属地化管理之后,其经营和管理面临着巨大的挑战,不得不经历“二次创业”。四川省煤田地质局“二次创业”与前次创业有所不同,其所在的行业正逐步向传统行业高新技术应用领域转型。新的历史时期,要求地勘单位组织的价值取向同国家的主张、全球经济一体化相一致,这给地勘行业企业文化建设带来了新的挑战。一方面,其体制光环吸引高学历者加入二次创业的队伍,但另一方面,相当部分员工低耐劳又称为了二次创业中的文化阻抗所在。行业内部的较严重的‘以包代管’,客观上又略去了“管人”的职责,放任了文化阻抗,造成“缺人-招人-走人—缺人”的职业围城恶性循环现象。另外相当长一段时间端着计划经济“铁饭碗”的老员工得过且过、不思进取恐惧改变的消极怠工或多或少对新入职员工的不良影响也对企业核心价值观和员工的行为偏离产生了助力。 本文以四川省煤田地质局M队为例,将社会文化阻抗原理,结合转变经济增长方式的现实背景,引入企业文化研究,分析地质国企二次创业价值主张遭遇内部员工、群体的抵触的经济、文化根源,进一步指出企业文化阻抗直接掣肘企业人才资本收益和利用,是妨碍地质事业发展的深层次原因,并针对性的提出一系列解决措施。首先着力介绍企业文化创新是企业二次创业的核心,其次阐述四川省煤田地质局二次创业文化阻抗形成的原因及主要表现形式,最后结合笔者工作实际,运用人力资源管理相关理论,提出了地质国企二次创业中产生的文化阻抗问题的建设性解决措施,以期为加强地质事业人才队伍建设,地质国企人力资源发挥利用,企业管理提升品位等方面,提供组织职业生涯管理和企业人力资本收益、利用方面的参考。
[Abstract]:After localized management, state-owned geological prospecting units are faced with great challenges and have to go through "second pioneering". Sichuan Coalfield Geology Bureau is different from the previous one in that its industry is gradually transforming to the application field of high and new technology in traditional industry. In the new historical period, the value orientation of the organization of geological prospecting units is consistent with that of the country and the integration of global economy, which brings new challenges to the construction of enterprise culture in geological prospecting industry. On the one hand, its system halo attracts highly educated people to join the team of secondary entrepreneurs, but on the other hand, a large number of employees have low resistance to labor, which is also called the cultural resistance in secondary entrepreneurship. The more serious "taking care of people" objectively omits the duty of "managing people" and indulges the cultural resistance, resulting in the vicious circle of "lack of people-recruit people-leave people-lack of people". In addition, for quite a long time, the old employees of the planned economy "iron rice bowl" muddled along. The negative effects of unmotivated fear of change more or less on new employees also contribute to the core values and deviations of employees' behavior. Taking the M team of Sichuan Coal Field Geological Bureau as an example, combining the principle of social and cultural impedance with the realistic background of changing the mode of economic growth and introducing the research of enterprise culture, this paper analyzes that the value proposition of the second pioneering enterprise of the geological state-owned enterprise encounters the internal staff. The economic and cultural root of group resistance further points out that the direct restriction of enterprise cultural resistance to the return and utilization of enterprise talent capital is the deep-seated reason that hinders the development of geological cause and puts forward a series of measures to solve the problem. First of all, it introduces that the innovation of enterprise culture is the core of the second venture of the enterprise, and then expounds the reasons and main forms of the cultural impedance of the second venture in Sichuan Coal Field Geological Bureau, and finally combines with the author's actual work. Based on the theory of human resource management, this paper puts forward some constructive solutions to the problem of cultural impedance arising from the second pioneering of geological state-owned enterprises, in order to strengthen the construction of qualified personnel in geological enterprises and make full use of human resources in geological state-owned enterprises. To improve the quality of enterprise management, to provide organizational career management and corporate human capital income, the use of reference.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F426.1;F272;F270
本文编号：2177819
[Abstract]:After localized management, state-owned geological prospecting units are faced with great challenges and have to go through "second pioneering". Sichuan Coalfield Geology Bureau is different from the previous one in that its industry is gradually transforming to the application field of high and new technology in traditional industry. In the new historical period, the value orientation of the organization of geological prospecting units is consistent with that of the country and the integration of global economy, which brings new challenges to the construction of enterprise culture in geological prospecting industry. On the one hand, its system halo attracts highly educated people to join the team of secondary entrepreneurs, but on the other hand, a large number of employees have low resistance to labor, which is also called the cultural resistance in secondary entrepreneurship. The more serious "taking care of people" objectively omits the duty of "managing people" and indulges the cultural resistance, resulting in the vicious circle of "lack of people-recruit people-leave people-lack of people". In addition, for quite a long time, the old employees of the planned economy "iron rice bowl" muddled along. The negative effects of unmotivated fear of change more or less on new employees also contribute to the core values and deviations of employees' behavior. Taking the M team of Sichuan Coal Field Geological Bureau as an example, combining the principle of social and cultural impedance with the realistic background of changing the mode of economic growth and introducing the research of enterprise culture, this paper analyzes that the value proposition of the second pioneering enterprise of the geological state-owned enterprise encounters the internal staff. The economic and cultural root of group resistance further points out that the direct restriction of enterprise cultural resistance to the return and utilization of enterprise talent capital is the deep-seated reason that hinders the development of geological cause and puts forward a series of measures to solve the problem. First of all, it introduces that the innovation of enterprise culture is the core of the second venture of the enterprise, and then expounds the reasons and main forms of the cultural impedance of the second venture in Sichuan Coal Field Geological Bureau, and finally combines with the author's actual work. Based on the theory of human resource management, this paper puts forward some constructive solutions to the problem of cultural impedance arising from the second pioneering of geological state-owned enterprises, in order to strengthen the construction of qualified personnel in geological enterprises and make full use of human resources in geological state-owned enterprises. To improve the quality of enterprise management, to provide organizational career management and corporate human capital income, the use of reference.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F426.1;F272;F270
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1 梁爽;论地质国企二次创业中的文化阻抗及其对策[D];西南交通大学;2013年
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