ZS地产企业文化建设案例研究
发布时间：2019-03-05 15:31
【摘要】：自上世纪90年代末起,尤其是2002年以来,中国房地产市场经过10多年的高速发展,吸引了众多的市场进入者,市场竞争越来越激烈。经过几次政策调控,尤其是自2013年下半年以来的限贷、限购等政策的贯彻执行,市场出现了下滑。而消费者经过市场的磨砺,已变得越来越成熟、理性,部分房地产企业的运营举步维艰。企业间的竞争从过去的单一比拼硬实力,不断扩展到企业文化、品牌建设等软实力领域。 本文通过对一家国有上市房地产企业——ZS地产的企业文化管理案例的分析,并通过问卷调查、实地访问等方法,探索ZS地产企业文化中存在的问题。ZS地产长久以来形成的家在情在”温情的企业文化和品牌认知保持了企业的稳定,但也造成了企业绩效导向不足、发展相对迟缓的弊病,这些弊病的产生原因多样：组织架构不合理、流程冗长、人力资源管理制度不合理、执行力和创新不够等等；另外,由于ZS地产内部进行了战略调整：从原来的质量、规模、效益均衡发展转变为提速提效、2018年实现“千亿销售、百亿利润”的扩张战略,战略改变需要企业文化的改变,所以要导入狼性文化以使全体员工更加注重结果导向、狼性拼搏。狼性文化的导入势必会与原来“家在情在”的温情文化产生冲突,两种文化的融合以保证战略目标的实现也是本文化论述的重点。 企业文化建设对企业而言不是简单的挂标语、提口号,做表面文章,而是需要扎实落到实处并执行。企业文化管理关系到企业战略目标的实现,是一个系统的工程。通过本文的案例研究,希冀能为国有企业的企业文化建设提供小小裨益。
[Abstract]:Since the end of 90's of last century, especially since 2002, the Chinese real estate market has been developing rapidly for more than 10 years, attracting many market entrants, and the market competition is becoming more and more fierce. After several policy controls, especially since the second half of 2013 loan restrictions, purchase restrictions and other policies, the market has declined. And the consumer after the market honed, has become more and more mature, rational, part of the operation of real estate enterprises difficult. The competition between enterprises from the past single competition hard power, continue to expand to corporate culture, brand building and other areas of soft power. This article through the analysis of a state-owned listed real estate enterprise-ZS real estate enterprise culture management case, and through the questionnaire investigation, the field visit and so on method, Explore the problems existing in ZS real estate corporate culture. ZS real estate formed for a long time in the "warm corporate culture and brand awareness to maintain the stability of the enterprise, but also caused the lack of corporate performance guidance, relatively slow development defects," The causes of these maladies are as follows: unreasonable organizational structure, lengthy process, unreasonable human resource management system, insufficient execution and innovation, and so on. In addition, as a result of the strategic adjustment within ZS Real Estate: from the balanced development of the original quality, scale and benefit to an accelerated and effective development, the expansion strategy of "100 billion sales, 10 billion profits" will be realized in 2018, and the strategic change needs to be changed in the corporate culture. Therefore, to introduce wolf culture to make all the staff pay more attention to the results-oriented, wolf nature struggle. The introduction of wolf nature culture is bound to conflict with the original warm culture of "at home in love". The integration of the two cultures to ensure the realization of strategic objectives is also the focus of this cultural discourse. Corporate culture construction is not simple slogans, surface articles, but needs to be firmly implemented and implemented. Corporate culture management is a systematic project, which is related to the realization of enterprise strategic objectives. Through the case study of this paper, we hope to provide a small benefit for the construction of corporate culture in state-owned enterprises.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F299.233.4;F270
本文编号：2435057
[Abstract]:Since the end of 90's of last century, especially since 2002, the Chinese real estate market has been developing rapidly for more than 10 years, attracting many market entrants, and the market competition is becoming more and more fierce. After several policy controls, especially since the second half of 2013 loan restrictions, purchase restrictions and other policies, the market has declined. And the consumer after the market honed, has become more and more mature, rational, part of the operation of real estate enterprises difficult. The competition between enterprises from the past single competition hard power, continue to expand to corporate culture, brand building and other areas of soft power. This article through the analysis of a state-owned listed real estate enterprise-ZS real estate enterprise culture management case, and through the questionnaire investigation, the field visit and so on method, Explore the problems existing in ZS real estate corporate culture. ZS real estate formed for a long time in the "warm corporate culture and brand awareness to maintain the stability of the enterprise, but also caused the lack of corporate performance guidance, relatively slow development defects," The causes of these maladies are as follows: unreasonable organizational structure, lengthy process, unreasonable human resource management system, insufficient execution and innovation, and so on. In addition, as a result of the strategic adjustment within ZS Real Estate: from the balanced development of the original quality, scale and benefit to an accelerated and effective development, the expansion strategy of "100 billion sales, 10 billion profits" will be realized in 2018, and the strategic change needs to be changed in the corporate culture. Therefore, to introduce wolf culture to make all the staff pay more attention to the results-oriented, wolf nature struggle. The introduction of wolf nature culture is bound to conflict with the original warm culture of "at home in love". The integration of the two cultures to ensure the realization of strategic objectives is also the focus of this cultural discourse. Corporate culture construction is not simple slogans, surface articles, but needs to be firmly implemented and implemented. Corporate culture management is a systematic project, which is related to the realization of enterprise strategic objectives. Through the case study of this paper, we hope to provide a small benefit for the construction of corporate culture in state-owned enterprises.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F299.233.4;F270
【参考文献】
相关期刊论文 前2条
1 魏中龙,张慧;企业文化建设、教化与功能实现[J];北京工商大学学报(社会科学版);2004年04期
2 周忠英;企业文化——未来企业的第一竞争力[J];商业研究;2004年03期
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