联系我们

论文查询结果	返回搜索

论文编号：	13347
作者编号：	2320180739
上传时间：	2022/6/12 20:52:38
中文题目：	海航集团企业文化建设失败的原因与启示
英文题目：	The Causes and Enlightenments of the Failure of HNA Group''s Corporate Culture
指导老师：	齐善鸿
中文关键字：	海航集团；企业文化；公司战略；
英文关键字：	HNA Group, Corporate Culture, Corporate Strategy
中文摘要：	近年来关于企业文化建设的讨论越来越多，企业文化建设也越来越受到企业的重视。中国企业在国际市场上正在扮演越来越重要的角色，如何建立起行之有效的优秀企业文化体系，是越来越多的中国企业正在考虑的问题。 海航集团作为在国内第一批提出要建设先进企业文化的航空企业，其在创业28年间，从一家偏居一隅的地方性航空公司，快速成长为规模最大时位列世界500强第170位的跨国集团，后又迅速衰落至破产重整，其经历不可谓不具有代表性。海航集团作为中国航空企业中最早开展企业文化建设活动的企业，研究其企业文化建设工作最终失败的成因，对我国企业开展企业文化建设工作具有重大的参考意义。 本文通过对海航集团企业文化体系随海航集团发展的变化情况的研究，整理了海航集团在企业文化体系建设上的成果，研究了海航集团在企业文化建设方面踏入的误区，并总结了海航集团企业文化建设失败的原因，进而得出中国企业在建设企业文化体系时需注意的事项：一是要科学的看待企业文化建设实践工作；二是要以企业全员为基础构筑企业文化实践主体；三是应从企业文化的共同假设本质出发建设符合企业特征的文化体系。本文同时总结了企业文化体系运转时需注意的事项：一是领导人的作用应该得到充分的发挥，但不能将企业文化等同为领导人的文化；二是企业文化需要以专职的机构进行闭环的管理，方能确保文化的先进性、有效性。本文同时基于研究结果，对如何改善海航集团企业文化建设失败的现状提出了建议。
英文摘要：	In recent years, there have been more and more discussions about the construction of corporate culture, and the construction of corporate culture has also received more and more attention from enterprises. Chinese companies are playing an increasingly important role in the international market. How to establish an effective and excellent corporate culture system is a question that more and more Chinese companies are considering. As one of the first domestic aviation companies that proposed to build an advanced corporate culture, HNA Group has grown rapidly from a local airline in the corner to the 170th largest in the world's top 500 during the 28 years of its establishment. The multinational group quickly declined to bankruptcy and reorganization, and its experience is not unrepresentative. This paper did some research on the achievements of HNA Group in the construction of corporate culture system, shows how and why the corporate culture system failed. This paper also summarizes the matters that Chinese enterprises need to pay attention to in building a corporate culture system such as take a scientifically looking at the construction and practice of corporate culture system; treat the employees and the employers equally when building the main body of corporate culture systems; and building a cultural system based on the common hypothetical essence of the enterprise. At the same time, this article summarized the matters that need to be paid attention to when operating the corporate culture system - the role of the leader should be fully played, but the corporate culture should not be equated with the leader's culture; the corporate culture needs to be managed in a close-circle procedure by some authorized personale or department to make the culture can meet the demands of the enterprise.
查看全文：	预览  下载(下载需要进行登录)