發(fā)布時(shí)間：2018-06-22 04:01

  本文選題：企業(yè)文化 + OCAI　； 參考：《福建農(nóng)林大學(xué)》2017年碩士論文

【摘要】：文化是組織的靈魂,是企業(yè)發(fā)展競(jìng)爭(zhēng)的軟實(shí)力。當(dāng)代企業(yè)的競(jìng)爭(zhēng)已不僅僅是技術(shù)、知識(shí)、人才的競(jìng)爭(zhēng),更是企業(yè)文化之間的競(jìng)爭(zhēng)。優(yōu)秀的企業(yè)文化不僅能夠營(yíng)造良好的組織氛圍,吸引和凝聚契合組織信仰的員工,更能夠有效地激勵(lì)和約束員工,推動(dòng)員工與組織共同成長(zhǎng),改善組織績(jī)效。A公司創(chuàng)立于上世紀(jì)80年代,歷經(jīng)三十余年的發(fā)展,形成了較為系統(tǒng)的文化理念體系,并積累了一定的文化建設(shè)經(jīng)驗(yàn)。本文從過(guò)去、現(xiàn)在和未來(lái)三個(gè)時(shí)間維度出發(fā),綜合考慮了 A公司的成長(zhǎng)歷史、經(jīng)營(yíng)管理現(xiàn)狀和未來(lái)的發(fā)展戰(zhàn)略,參考丹尼爾森組織文化模型和對(duì)立價(jià)值觀模型,運(yùn)用0CAI(組織文化測(cè)評(píng)工具)等相關(guān)工具對(duì)A公司的企業(yè)文化進(jìn)行了系統(tǒng)地掃描和診斷。對(duì)A公司的診斷,首先開(kāi)始于文獻(xiàn)研究。筆者通過(guò)現(xiàn)場(chǎng)收集信息、互聯(lián)網(wǎng)、企業(yè)內(nèi)刊和文獻(xiàn)記載等渠道收集了關(guān)于A公司運(yùn)營(yíng)管理的相關(guān)資料,對(duì)A公司的發(fā)展歷程、戰(zhàn)略和目標(biāo)、組織的管控體系、人力資源系統(tǒng)、內(nèi)部制度和流程、業(yè)務(wù)范圍模式、文化建設(shè)情況、行業(yè)地位和社會(huì)影響力等形成了初步認(rèn)識(shí)。為了更加全面、系統(tǒng)地了解A公司企業(yè)文化建設(shè)的現(xiàn)狀,本研究對(duì)集團(tuán)各級(jí)單位員工進(jìn)行了問(wèn)卷調(diào)查。A公司現(xiàn)有員工6946人,參與調(diào)研的樣本數(shù)為1376人,有效問(wèn)卷為1134份,有效樣本覆蓋率為16.33%,滿足抽樣分析需求。在上述充分調(diào)研分析的基礎(chǔ)上,本文結(jié)合內(nèi)、外部環(huán)境的需求,借鑒了國(guó)內(nèi)外優(yōu)秀企業(yè)的文化建設(shè)成果,提出了 A公司企業(yè)文化提升的方案。最后,本文從系統(tǒng)建設(shè)和持續(xù)改進(jìn)的角度出發(fā),通過(guò)夯實(shí)企業(yè)文化管理基礎(chǔ)、構(gòu)建企業(yè)文化建設(shè)的保障機(jī)制和推動(dòng)企業(yè)文化落地三方面舉措,明確了集團(tuán)企業(yè)文化變革的目標(biāo)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.
【學(xué)位授予單位】：福建農(nóng)林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F270;F279.26

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本文編號(hào)：2051483