G公司作為一家國(guó)有企業(yè),近年來隨著我國(guó)改革開放的不斷深化和“一帶一路”倡議的提出,G公司“走出去”的步伐越來越快,在與世界同行業(yè)競(jìng)爭(zhēng)中,除了在船舶設(shè)備和施工生產(chǎn)“硬實(shí)力”的比拼,以企業(yè)文化為核心的“軟實(shí)力”較量也愈發(fā)重要。然而,筆者經(jīng)過研究發(fā)現(xiàn),G公司企業(yè)文化建設(shè)存在品牌形象傳播未形成標(biāo)準(zhǔn)化模式、典型選樹未能助推企業(yè)主流文化、制度建設(shè)未能匹配文化理念、精神文化未能深入員工骨髓等問題。學(xué)術(shù)界對(duì)企業(yè)文化的研究更多聚焦于文化相關(guān)概念、功能作用的研究,對(duì)如何具體解決G公司文化建設(shè)存在問題的參考價(jià)值有限。本研究首先對(duì)企業(yè)文化建設(shè)的理論基礎(chǔ)和國(guó)有企業(yè)文化建設(shè)的相關(guān)概念、研究成果進(jìn)行系統(tǒng)總結(jié)。分析了當(dāng)前G公司企業(yè)文化建設(shè)內(nèi)、外部環(huán)境、企業(yè)文化建設(shè)內(nèi)容。在此基礎(chǔ)上,運(yùn)用調(diào)查問卷及訪談法對(duì)G公司企業(yè)文化建設(shè)現(xiàn)狀進(jìn)行調(diào)查分析,并利用分析工具SPSSv26以及常見的cronbach’s alpha(克朗巴哈系數(shù)法)系數(shù)來衡量調(diào)查問卷的信度,旨在進(jìn)一步明確了G企業(yè)文化變革的方向和重點(diǎn)。本研究通過深入剖析成因,確定優(yōu)化G公司企業(yè)文化建設(shè)的目標(biāo)與基本原則,而后提出強(qiáng)化品牌標(biāo)準(zhǔn)化建設(shè)、發(fā)揮行為文化服務(wù)發(fā)展作用、規(guī)范... 

【文章來源】：廣東外語外貿(mào)大學(xué)廣東省

【文章頁數(shù)】：79 頁

【學(xué)位級(jí)別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
1 Introduction
    1.1 Research background
    1.2 Research purpose and significance
        1.2.1 Research purpose
        1.2.2 Research significance
    1.3 Research content and framework
    1.4 Research methods
        1.4.1 Questionnaire
        1.4.2 Interview
        1.4.3 Case analysis
2 Theoretical Basis and Literature Review
    2.1 Theoretical basis of corporate culture
        2.1.1 Connotation of corporate culture
        2.1.2 Main functions of corporate culture
        2.1.3 Structure of corporate culture
        2.1.4 Concept of corporate culture construction
    2.2 Literature review
        2.2.1 Review of the corporate culture construction in China
        2.2.2 Review of corporate culture construction abroad
        2.2.3 Summary of the literature
3 Status of Corporate Culture Construction of G Company
    3.1 General situation of G company
    3.2 Analysis of internal and external environment of corporate culture construction of G company
    3.3 Culture construction content of G company
4 Survey and result analysis of corporate culture of G company
    4.1 Purpose of survey
    4.2 Survey methods
        4.2.1 Questionnaire design
        4.2.2 Sampling method
        4.2.3 Conduct survey
    4.3 Survey results
        4.3.1 Sample structures
        4.3.2 Statistical analysis
5 Problems and Causes of Corporate Culture Construction of G Company
    5.1 Problems of corporate culture construction of G company
        5.1.1 Failure of brand image communication in the formation of a standardized model
        5.1.2 Failure of typical models in promotion the corporate mainstream culture
        5.1.3 Failure of system construction match with cultural concept
        5.1.4 Failure of spiritual culture penetration into the marrow of employees
    5.2 Analysis of causes
        5.2.1 Unsystematic brand publicity
        5.2.2 Imperfect behavior culture mechanism
        5.2.3 Backward concept of system makers
        5.2.4 Low participation of employees in the corporate culture construction
6 Optimization of Corporate Culture Construction of G Company
    6.1 Objectives of optimizing corporate culture construction of G company
    6.2 Basic principles of optimizing corporate culture construction of G company
        6.2.1 Combination of leadership modeling and staff participating
        6.2.2 Combination of practice and leading development
        6.2.3 Combination of inheriting tradition and conforming to the times
    6.3 Countermeasures of optimizing corporate culture construction of G company
        6.3.1 Strengthening the construction of brand standardization
        6.3.2 Behavioral cultural services brought into play
        6.3.3 System construction of G company standardized
        6.3.4 Mechanism of participation in corporate culture construction perfected
7 Conclusion and future research
    7.1 Conclusion and promotion value
        7.1.1 Conclusion
        7.1.2 Promotion value
    7.2 Limitation and future research
        7.2.1 Limitation
        7.2.2 Future research
REFERENCE
APPENDIX
    Appendix1
    Appendix2


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