本文關(guān)鍵詞：WM公司企業(yè)文化本土化研究　出處：《大連理工大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 企業(yè)文化 組織變革 本土化 績效體系 敬業(yè)度

【摘要】：WM公司是全球連鎖零售行業(yè)的巨頭,在全球擁有超過6000家門店,位居世界500強(qiáng)前列,巨大數(shù)量的門店、強(qiáng)大的物流網(wǎng)絡(luò)、商品管理數(shù)據(jù)化、天天平價等銷售網(wǎng)絡(luò)及管理理念,讓其遙遙領(lǐng)先同行業(yè)其他競爭對手。WM公司在中國內(nèi)地市場也是具有巨大影響力的零售企業(yè),但其在內(nèi)地市場的業(yè)績表現(xiàn)卻差強(qiáng)人意,甚至?xí)r常出現(xiàn)如食品安全問題等違反當(dāng)?shù)胤煞ㄒ?guī)的情況出現(xiàn)。本文首先闡述了wM公司的歷史背景,分析了研究意義與思路方法；其次,回顧了WM公司在美國的企業(yè)文化,以及充分體現(xiàn)企業(yè)文化內(nèi)涵的管理方式方法和理念,第三,通過企業(yè)文化調(diào)研等手段,應(yīng)用在線問卷調(diào)研方式對WM公司中國企業(yè)文化進(jìn)行診斷,調(diào)研了解目前企業(yè)文化的主要特征,并應(yīng)用企業(yè)文化相關(guān)理論,如企業(yè)文化跨文化理論、組織變革等,以wM公司在中國的業(yè)績狀況為依據(jù),分析目前wM公司在國內(nèi)遇到的困境與亟待解決的問題；第四,對比分析WM中國公司與美國公司的企業(yè)文化差異產(chǎn)生的原因,從企業(yè)文化與企業(yè)管理的角度,結(jié)合WM公司在中國的企業(yè)愿景和發(fā)展規(guī)劃,明確其企業(yè)文化本土化的對策。通過強(qiáng)化管理層的企業(yè)文化意識,調(diào)整組織架構(gòu),使之更加扁平化,確保溝通順暢、有效,重新回顧績效評價體系與人員發(fā)展機(jī)制等措施,使員工感受到企業(yè)的關(guān)注與重視,并產(chǎn)生企業(yè)榮譽(yù)感,從而達(dá)到企業(yè)文化本土化的目的。最后通過員工敬業(yè)度、市場業(yè)績和公眾形象等方面,對企業(yè)文化本土化的成果進(jìn)行衡量。
[Abstract]:WM is a global retail chain industry giant, in the world has more than 6000 stores, ranked among the top 500 in the world, a large number of stores, a strong logistics network, commodity management data. Daily parity and other sales network and management philosophy, let it far ahead of other competitors in the industry. WM company in the mainland China market is also a huge influence of retail enterprises. However, its performance in the mainland market is not satisfactory, even the situation of violating local laws and regulations, such as food safety problems, often appears. Firstly, this paper expounds the historical background of wm company. The significance of the research and the method of thinking are analyzed. Secondly, it reviews the enterprise culture of WM Company in the United States, as well as the management methods and ideas that fully reflect the connotation of corporate culture. Third, through the enterprise culture research and other means. This paper uses online questionnaire to diagnose the Chinese corporate culture of WM company, investigates the main characteristics of the current corporate culture, and applies relevant theories of corporate culture, such as cross-cultural theory of corporate culture. Based on the performance of the company in China, this paper analyzes the difficulties and problems that the company is facing in China. In 4th, the author contrasts and analyzes the causes of the differences between Chinese and American companies, from the perspective of corporate culture and enterprise management, combines the enterprise vision and development planning of WM in China. Clear its corporate culture localization countermeasures. Through strengthening the management of corporate culture awareness, adjust the organizational structure to make it more flat, to ensure smooth and effective communication. Review the performance evaluation system and personnel development mechanism and other measures to make employees feel the concern and attention of the enterprise, and generate a sense of corporate honor, so as to achieve the purpose of localization of corporate culture. Finally, through employee engagement. Market performance and public image, to measure the achievements of the localization of corporate culture.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F717.6;F270

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