本文選題：BW + 公司��； 參考：《蘭州理工大學》2016年碩士論文

【摘要】：企業(yè)文化是企業(yè)成功的關(guān)鍵因素之一,是企業(yè)核心競爭力的組成部分。要實現(xiàn)企業(yè)愿景和戰(zhàn)略目標,都離不開優(yōu)秀的企業(yè)文化。本文旨在依據(jù)企業(yè)文化管理的基礎(chǔ)理念,結(jié)合BW公司企業(yè)愿景、戰(zhàn)略和經(jīng)營目標,對當前BW公司企業(yè)文化進行診斷、評估、提煉并予以革新,從而解決BW公司企業(yè)文化建設(shè)中存在的諸多問題,使BW公司建立一個科學、系統(tǒng)且能持續(xù)為公司提供發(fā)展動力的企業(yè)文化體系。BW公司企業(yè)文化革新的設(shè)計與實施,是以國內(nèi)外對于企業(yè)文化相關(guān)理論的研究成果為指導,根據(jù)公司內(nèi)外環(huán)境情況、行業(yè)特點、公司組織與經(jīng)營情況及未來的目標,結(jié)合目前存在的問題進行方案設(shè)計的。對于提高BW公司核心競爭力,促進公司可持續(xù)發(fā)展具有重要意義,并為具有相似背景與條件的其他中小企業(yè)文化建設(shè)提供一定的參考與借鑒作用,也是對當前經(jīng)濟環(huán)境下,中小企業(yè)文化建設(shè)實踐應用的無數(shù)嘗試之一。通過對企業(yè)文化相關(guān)文獻的研究,將BW公司與其他中小企業(yè)進行比較,借鑒成功企業(yè)文化建設(shè)的有益經(jīng)驗,結(jié)合BW公司實際確立其文化革新的目標及依據(jù)。通過研究發(fā)現(xiàn),BW公司的企業(yè)文化已經(jīng)無法滿足甚至阻礙著BW公司的發(fā)展。這主要表現(xiàn)在:企業(yè)文化建設(shè)嚴重滯后,核心理念與企業(yè)戰(zhàn)略目標脫節(jié),企業(yè)文化定義不清不全、不系統(tǒng),高層重視嚴重不足,缺乏系統(tǒng)規(guī)劃、不落地,缺乏組織和制度保障。據(jù)此,本文從企業(yè)文化的精神層、制度層、行為層、物質(zhì)層四個結(jié)構(gòu)部分出發(fā),設(shè)計BW公司企業(yè)文化的革新內(nèi)容。對BW公司企業(yè)文化革新實施的保障系統(tǒng)、實施計劃、具體措施做了詳細的介紹,通過構(gòu)建充滿活力的企業(yè)文化體系,并予以有計劃、有目標、系統(tǒng)性地推行,以保證BW公司的持續(xù)發(fā)展。
[Abstract]:Corporate culture is one of the key factors of enterprise success and the component of enterprise core competence. To achieve enterprise vision and strategic objectives, can not do without excellent corporate culture. The purpose of this paper is to diagnose, evaluate, refine and innovate the current BW corporate culture according to the basic concept of corporate culture management, combined with the vision, strategy and business objectives of BW Company. In order to solve many problems existing in the enterprise culture construction of BW Company, and make BW Company establish a scientific, systematic and continuous enterprise culture system that can provide the development power for the company, the design and implementation of the enterprise culture innovation of BW Company. Under the guidance of domestic and foreign research results on the theory of corporate culture, according to the internal and external environment of the company, industry characteristics, organization and management of the company and future objectives, combined with the existing problems to carry out the project design. It is of great significance to improve the core competitiveness of BW company and promote the sustainable development of the company. It also provides some reference for the cultural construction of other small and medium-sized enterprises with similar background and conditions, and is also helpful to the current economic environment. One of the innumerable attempts in the practice of the cultural construction of small and medium-sized enterprises. Through the research on the related documents of corporate culture, the paper compares BW company with other small and medium-sized enterprises, draws lessons from the beneficial experience of successful corporate culture construction, and establishes the goal and basis of cultural innovation in combination with BW Company. Through research, it is found that the corporate culture of BW has been unable to meet or even hinder the development of BW. This is mainly manifested in the following aspects: serious lag in the construction of corporate culture, disconnection between core concepts and strategic objectives of enterprises, incomplete and systematic definition of corporate culture, serious lack of high-level attention, lack of systematic planning, non-landing, lack of organizational and institutional guarantee. According to this, this paper designs the innovation content of BW company's corporate culture from four parts: spirit, system, behavior and material. This paper introduces in detail the guarantee system, implementation plan and specific measures for the implementation of corporate culture innovation in BW Company. Through the construction of a dynamic corporate culture system, it is planned, targeted, and systematically implemented. To ensure the continued development of BW Company.
【學位授予單位】：蘭州理工大學
【學位級別】：碩士
【學位授予年份】：2016
【分類號】：F270;F426.88

【參考文獻】

相關(guān)期刊論文 前7條

1 李國梁;;企業(yè)文化與企業(yè)戰(zhàn)略的一致性[J];北方經(jīng)貿(mào);2014年10期

2 尹靜;;基于個人價值觀與企業(yè)文化契合度的企業(yè)文化落地量化分析[J];中國人力資源開發(fā);2013年13期

3 秦德智;秦超;蔣成程;;企業(yè)文化軟實力與核心競爭力研究[J];科技進步與對策;2013年14期

4 左婷;王志章;;基于組織行為的企業(yè)文化構(gòu)建研究[J];山東社會科學;2012年03期

5 李軍波;江翱;;企業(yè)文化評估研究述評[J];湘潭大學學報(哲學社會科學版);2006年05期

6 孟楊;;現(xiàn)代企業(yè)文化:企業(yè)健康成長和發(fā)展的內(nèi)在動力[J];探索與爭鳴;2006年03期

7 李健;論企業(yè)文化建設(shè)的基本原則[J];云南民族大學學報(哲學社會科學版);2005年03期

相關(guān)碩士學位論文 前7條

1 許欣;HJ公司企業(yè)文化重塑方案設(shè)計[D];廣東工業(yè)大學;2012年

2 呂良杰;HG公司企業(yè)文化構(gòu)建研究[D];中南大學;2012年

3 劉雪梅;企業(yè)文化特質(zhì)對企業(yè)戰(zhàn)略的影響研究[D];山東大學;2012年

4 賀明瑤;企業(yè)家精神與企業(yè)文化關(guān)系初探[D];南京師范大學;2012年

5 趙鑫彩;基于接受心理的企業(yè)文化落地策略探析[D];山東師范大學;2011年

6 朱燕;基于心理契約的企業(yè)文化激勵機制研究[D];浙江師范大學;2007年

7 潘慧;論企業(yè)文化與核心競爭力[D];武漢大學;2005年

，

本文編號：1799022