本文選題：文化建設(shè) + 企業(yè)文化�。� 參考：《廣西大學(xué)》2017年碩士論文

【摘要】：改革開(kāi)放以來(lái),中國(guó)經(jīng)濟(jì)逐步進(jìn)入迅猛發(fā)展的時(shí)代,但同時(shí)中國(guó)企業(yè)也面臨著前所未有的競(jìng)爭(zhēng)壓力。當(dāng)今世界經(jīng)濟(jì)以及各企業(yè)之間競(jìng)爭(zhēng)的核心已經(jīng)逐漸轉(zhuǎn)變成為文化軟實(shí)力的競(jìng)爭(zhēng),企業(yè)文化對(duì)一個(gè)企業(yè)的發(fā)展起到的作用也日益明顯。自企業(yè)文化理論誕生以來(lái),企業(yè)文化建設(shè)逐漸受到我國(guó)企業(yè)界、學(xué)術(shù)界甚至政府部門的重視,國(guó)內(nèi)各企業(yè)紛紛開(kāi)始摸索企業(yè)文化建設(shè)之路,其中不乏一些優(yōu)秀企業(yè)已經(jīng)建立起了適合自身發(fā)展且較為完善的企業(yè)文化體系,但還有很多企業(yè)的文化建設(shè)停留在表面上,還需要不斷的探索研究,摸索前行。可以說(shuō),如何構(gòu)建優(yōu)秀的企業(yè)文化是每一個(gè)企業(yè)特別是國(guó)有企業(yè)所要思考和解決的問(wèn)題。本文以國(guó)有林業(yè)企業(yè)廣西LY集團(tuán)公司作為研究對(duì)象,結(jié)合當(dāng)前國(guó)內(nèi)外企業(yè)文化的一些研究成果及經(jīng)驗(yàn),對(duì)廣西LY集團(tuán)企業(yè)文化建設(shè)現(xiàn)狀進(jìn)行闡述,并通過(guò)問(wèn)卷調(diào)查和訪談的方式了解目前集團(tuán)企業(yè)文化建設(shè)存在的問(wèn)題,從企業(yè)文化的物質(zhì)層面、行為層面、制度層面以及精神層面進(jìn)行具體分析。集團(tuán)目前存在的問(wèn)題簡(jiǎn)單歸納如下:在物質(zhì)層面上企業(yè)形象有待提高,辦公環(huán)境、軟件系統(tǒng)等設(shè)施有待完善;在行為層面上集團(tuán)領(lǐng)導(dǎo)對(duì)企業(yè)文化建設(shè)的重視度不夠,與員工缺乏有效溝通,企業(yè)文化宣傳力度不大;在制度層面上各項(xiàng)制度都不夠完善,特別是集團(tuán)沒(méi)有形成有效的激勵(lì)制度文化;在精神層面上企業(yè)文化理念以及價(jià)值觀等概念模糊。針對(duì)目前存在的問(wèn)題筆者提出了相對(duì)應(yīng)的改進(jìn)措施,即在企業(yè)文化物質(zhì)層面上應(yīng)該提升企業(yè)形象、改善軟硬件設(shè)施;在行為層面上應(yīng)該加強(qiáng)集團(tuán)領(lǐng)導(dǎo)對(duì)企業(yè)文化建設(shè)的重視,并且尊重員工、關(guān)心員工,多與員工進(jìn)行交流,加大企業(yè)文化的宣傳力度;在制度層面上應(yīng)該建立健全各項(xiàng)制度,并形成有效的激勵(lì)制度文化體系;在精神層面上應(yīng)該做到員工了解并認(rèn)可集團(tuán)企業(yè)文化理念且植根于員工心里等。為確保改進(jìn)措施的落實(shí),本文還提出了思想、制度以及資金三個(gè)方面的保障措施。希望通過(guò)本文在企業(yè)文化建設(shè)四個(gè)層面的研究和分析,能對(duì)廣西LY集團(tuán)公司企業(yè)文化建設(shè)起到一定的指導(dǎo)和實(shí)踐意義。
[Abstract]:Since the reform and opening up, China's economy has gradually entered the era of rapid development, but at the same time, Chinese enterprises are also facing unprecedented competitive pressure. Nowadays, the core of the competition between the world economy and various enterprises has gradually changed into the competition of cultural soft power, and the role of corporate culture in the development of an enterprise has become increasingly obvious. Since the birth of the theory of corporate culture, the construction of corporate culture has gradually been attached importance to by the business community, academic circles and even government departments, and domestic enterprises have begun to explore the road of enterprise culture construction. Among them, some excellent enterprises have already established the enterprise culture system which is suitable for their own development and relatively perfect, but there are still many enterprises' cultural construction that stays on the surface and needs to be explored and studied constantly. It can be said that how to construct excellent corporate culture is a problem that every enterprise, especially state-owned enterprises, should think about and solve. This paper takes Guangxi LY Group Company, a state-owned forestry enterprise, as the research object, and expounds the present situation of enterprise culture construction in Guangxi LY Group, combining with some research achievements and experiences of domestic and foreign enterprise culture. Through questionnaires and interviews to understand the existing problems in the construction of corporate culture, from the material level of corporate culture, behavioral level, institutional level and spiritual level to carry out a specific analysis. The problems existing in the group are summarized as follows: the corporate image needs to be improved on the material level, the office environment, software system and other facilities need to be improved; at the behavioral level, the group leaders pay less attention to the construction of corporate culture. Lack of effective communication with the staff, corporate culture propaganda is not enough, in the system level, all systems are not perfect, especially the group has not formed an effective incentive system culture; On the spiritual level, the concept of corporate culture and values are vague. In view of the existing problems, the author puts forward the corresponding improvement measures, that is, the enterprise image should be promoted and the hardware and software facilities should be improved on the material level of corporate culture, and the group leaders should pay more attention to the construction of corporate culture at the behavioral level. And respect the staff, care for the staff, communicate with the staff more, increase the publicity of corporate culture, establish and improve the system in the system level, and form an effective incentive system culture system; On the spiritual level, employees should understand and recognize the corporate culture of the group and take root in the employees' minds. In order to ensure the implementation of the improvement measures, this paper also puts forward three aspects of the ideological, institutional and funding safeguards. It is hoped that through the research and analysis of the four levels of enterprise culture construction in this paper, it will play a certain guiding and practical significance to the enterprise culture construction of Guangxi LY Group Company.
【學(xué)位授予單位】：廣西大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F270;F426.83

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