本文關鍵詞：基于扎根理論的酒店企業(yè)文化落地研究　出處：《青島大學》2017年碩士論文　論文類型：學位論文

  更多相關文章： 酒店 企業(yè)文化落地 扎根理論 動態(tài)互動 內(nèi)在機制

【摘要】：隨著酒店行業(yè)之間的競爭越來越激烈,酒店行業(yè)員工滿意度低、流失率持續(xù)上升、誠信缺失等內(nèi)部管理問題凸顯;政策寒冬后新興的酒店業(yè)態(tài)開始盤剝原來的市場;互聯(lián)網(wǎng)時代的到來使得組織邊界更加開放,個人價值凸顯,這對酒店的組織效率和個人素質(zhì)提出了更高的要求;互聯(lián)網(wǎng)與酒店的融合使得銷售實現(xiàn)線上線下的雙向互動,酒店的品牌和產(chǎn)品需要不斷更新。面對內(nèi)憂外患,有的酒店立足自身,關注企業(yè)文化落地,提升管理效率,最終實現(xiàn)業(yè)績攀升;有的卻收效甚微。酒店經(jīng)營業(yè)績的差距表明企業(yè)文化與經(jīng)營管理息息相關,出現(xiàn)業(yè)績持續(xù)走低的原因在于沒有從根本上解決對人的管理。強烈反差促使酒店開始關注企業(yè)文化落地的問題。文章在梳理企業(yè)文化、企業(yè)文化落地以及酒店企業(yè)文化落地相關文獻的基礎上,界定了本文關于企業(yè)文化和企業(yè)文化落地的概念。文章圍繞酒店企業(yè)文化建設的現(xiàn)狀、原因和對策對青島8個不同酒店的高層管理人員進行了深度訪談,并采用扎根理論的方法進一步對訪談資料進行整理和分析。研究發(fā)現(xiàn),酒店企業(yè)文化落地存在企業(yè)文化認知不全面、執(zhí)行力差、認同度低等問題。文章從時代、行業(yè)、社會、管理思維、組織管理和員工管理層面分析原因。通過“倒三角”模型解析了促進酒店企業(yè)文化落地的機理,指出組織、員工和顧客的動態(tài)互動是促進企業(yè)文化落地的關鍵因素,而激勵和學習是不可或缺的內(nèi)在機制。最后,圍繞組織、員工、顧客、激勵和學習五個方面提出了促進酒店企業(yè)文化落地的具體措施。
[Abstract]:With the increasingly fierce competition between the hotel industry, the hotel industry staff satisfaction is low, the wastage rate continues to rise, the lack of integrity and other internal management problems highlight; After the policy winter, the new hotel business began to exploit the original market; With the advent of the Internet era, the organizational boundaries are more open and the personal value is prominent, which puts forward higher requirements for the organizational efficiency and personal quality of the hotel. The integration of Internet and hotel makes sales achieve online and offline two-way interaction, hotel brands and products need to be constantly updated. Faced with internal and external problems, some hotels based on their own, pay attention to corporate culture landing. Improve the efficiency of management, and finally achieve performance climbing; Some of them have little effect. The gap of hotel performance indicates that corporate culture is closely related to management. The reason for the sustained decline in performance is that the management of people has not been fundamentally resolved. The strong contrast has prompted hotels to begin to pay attention to the issue of corporate culture landing. The article is combing corporate culture. Based on the related literature of corporate culture landing and hotel corporate culture landing, this paper defines the concept of corporate culture and corporate culture landing. The article revolves around the present situation of hotel corporate culture construction. The reasons and countermeasures conducted in-depth interviews with senior management of 8 different hotels in Qingdao, and further collated and analyzed the interview data with the method of taking root theory. The hotel enterprise culture falls to the ground has the enterprise culture cognition not to be comprehensive, the execution ability is poor, the identification degree is low and so on. The article from the time, the profession, the society, the management thought. This paper analyzes the reasons of organizational management and employee management. Through the "inverted triangle" model, it analyzes the mechanism of promoting hotel corporate culture landing, and points out the organization. Dynamic interaction between employees and customers is the key factor to promote corporate culture landing, and motivation and learning is an indispensable internal mechanism. Finally, around the organization, employees, customers. Five aspects of motivation and learning to promote the hotel corporate culture landing specific measures.
【學位授予單位】：青島大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F270;F719.2

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