【摘要】：自上世紀(jì)90年代末起,尤其是2002年以來,中國房地產(chǎn)市場經(jīng)過10多年的高速發(fā)展,吸引了眾多的市場進(jìn)入者,市場競爭越來越激烈。經(jīng)過幾次政策調(diào)控,尤其是自2013年下半年以來的限貸、限購等政策的貫徹執(zhí)行,市場出現(xiàn)了下滑。而消費(fèi)者經(jīng)過市場的磨礪,已變得越來越成熟、理性,部分房地產(chǎn)企業(yè)的運(yùn)營舉步維艱。企業(yè)間的競爭從過去的單一比拼硬實(shí)力,不斷擴(kuò)展到企業(yè)文化、品牌建設(shè)等軟實(shí)力領(lǐng)域。 本文通過對(duì)一家國有上市房地產(chǎn)企業(yè)——ZS地產(chǎn)的企業(yè)文化管理案例的分析,并通過問卷調(diào)查、實(shí)地訪問等方法,探索ZS地產(chǎn)企業(yè)文化中存在的問題。ZS地產(chǎn)長久以來形成的家在情在”溫情的企業(yè)文化和品牌認(rèn)知保持了企業(yè)的穩(wěn)定,但也造成了企業(yè)績效導(dǎo)向不足、發(fā)展相對(duì)遲緩的弊病,這些弊病的產(chǎn)生原因多樣：組織架構(gòu)不合理、流程冗長、人力資源管理制度不合理、執(zhí)行力和創(chuàng)新不夠等等；另外,由于ZS地產(chǎn)內(nèi)部進(jìn)行了戰(zhàn)略調(diào)整：從原來的質(zhì)量、規(guī)模、效益均衡發(fā)展轉(zhuǎn)變?yōu)樘崴偬嵝А?018年實(shí)現(xiàn)“千億銷售、百億利潤”的擴(kuò)張戰(zhàn)略,戰(zhàn)略改變需要企業(yè)文化的改變,所以要導(dǎo)入狼性文化以使全體員工更加注重結(jié)果導(dǎo)向、狼性拼搏。狼性文化的導(dǎo)入勢必會(huì)與原來“家在情在”的溫情文化產(chǎn)生沖突,兩種文化的融合以保證戰(zhàn)略目標(biāo)的實(shí)現(xiàn)也是本文化論述的重點(diǎn)。 企業(yè)文化建設(shè)對(duì)企業(yè)而言不是簡單的掛標(biāo)語、提口號(hào),做表面文章,而是需要扎實(shí)落到實(shí)處并執(zhí)行。企業(yè)文化管理關(guān)系到企業(yè)戰(zhàn)略目標(biāo)的實(shí)現(xiàn),是一個(gè)系統(tǒng)的工程。通過本文的案例研究,希冀能為國有企業(yè)的企業(yè)文化建設(shè)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.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F299.233.4;F270

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本文編號(hào)：2435057