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论文编号：	14571
作者编号：	2320213494
上传时间：	2024/6/2 17:01:27
中文题目：	JZ银行企业文化诊断与改进
英文题目：	Diagnosis and Improvement of Corporate Culture of JZ Bank
指导老师：	牛芳
中文关键字：	企业文化;变革;亚文化;价值观
英文关键字：	corporate culture;change;subculture;values
中文摘要：	近年来，随着金融监管趋严，金融市场竞争加剧，全球流动性收紧，中小银行于前期高速发展时期积聚的金融风险逐渐暴露，为确保不发生系统性金融风险，监管机构通过兼并重组等措施有效防范化解中小银行金融风险，部分中小银行面临改革重组。 JZ银行作为近年来备受争议的区域性城市商业银行，2019年初风险显露，监管机构迅速联合各级党委、政府实施JZ银行引战重组工作，成功引入五家国字号股东，有效改善了其整体股权结构。在改革重组期间，JZ银行前期构建的企业文化受到冲击，由于不适应企业核心价值观的改变，明显表现出员工积极性、创造性减弱，经营绩效不佳。为推进JZ银行新的企业文化形成，笔者通过调研访谈、问卷调查等方式对JZ银行的企业文化进行深入分析研究，使用组织文化评估量表（OCAI）及丹尼森文化模型（OCQ）等诊断工具设计调查问卷，通过绘制组织文化轮廓图对比当前与预期企业文化的差距，通过丹尼森文化模型明确企业目前存在的短板及优势指标，为新的企业文化建设指明方向。 经深入调查研究发现，JZ银行目前主要表现为市场型文化与等级型文化并行，与员工预期的部落型文化与委员型文化兼容的模式相距甚远。同时，企业内部存在严重的亚文化分化现象。新的企业文化迟迟不能形成的问题主要集中在四方面：一是领导层关于企业文化的重视程度不够，二是现有组织结构和管理体制存在问题，三是人才管理能力不足导致员工素质参差不齐，四是目前还未完全适应内外部环境变化。 就以上四个主要问题，笔者分别提出优化建议，并制定三个阶段的具体实施方案。第一阶段，从企业文化建设整体布局，并全面启动实施。第二阶段，塑造企业的核心价值观，建立激励约束机制，规范员工行为。第三阶段，全面总结成绩，不断完善。积极展示成果，凝聚力量。制定新的三年发展规划，并建立完善的长效机制，不断加强企业文化建设。经过细致的分析为JZ银行的可持续性发展，为处于相同发展阶段的企业提供参考与借鉴。
英文摘要：	In recent years, with the tightening of financial regulation, intensified competition in the financial market, and global liquidity tightening, the financial risks accumulated by small and medium-sized banks during the early period of rapid development have gradually been exposed. To ensure that systemic financial risks do not occur, regulatory agencies have effectively prevented and resolved financial risks of small and medium-sized banks through measures such as mergers and acquisitions. Some small and medium-sized banks are facing reform and restructuring. As a controversial regional urban commercial bank in recent years, JZ Bank's risks were exposed in early 2019. Regulatory agencies quickly collaborated with party committees and governments at all levels to implement JZ Bank's war induced restructuring, successfully introducing five national brand shareholders and effectively improving its overall equity structure. During the reform and restructuring period, the corporate culture constructed by JZ Bank in the early stage was impacted. Due to not adapting to the changes in the core values of the enterprise, it clearly showed a decrease in employee enthusiasm and creativity, and poor business performance. In order to promote the formation of JZ Bank's new corporate culture, the author conducted in-depth analysis and research on JZ Bank's corporate culture through research interviews, questionnaire surveys, and other methods. Diagnostic tools such as the Organizational Culture Assessment Scale (OCAI) and the Denison Culture Model (OCQ) were used to design a survey questionnaire. By drawing an organizational culture contour map to compare the gap between the current and expected corporate culture, the Denison Culture Model was used to clarify the shortcomings and advantages indicators of the company, and to provide direction for the construction of a new corporate culture. Through in-depth investigation and research, it has been found that JZ Bank is currently mainly characterized by a market oriented culture and a hierarchical culture, which is far from being compatible with the expected tribal and committee oriented cultures of its employees. At the same time, there is a serious phenomenon of subculture differentiation within the enterprise. The problem of the delayed formation of a new corporate culture mainly focuses on four aspects: firstly, the leadership's insufficient attention to corporate culture; secondly, there are problems with the existing organizational structure and management system; thirdly, the insufficient talent management ability leads to uneven employee quality; fourthly, the current situation has not fully adapted to changes in the internal and external environment. Regarding the above four main issues, the author proposes optimization suggestions and develops specific implementation plans for three stages. In the first stage, the overall layout of corporate culture construction will be established and fully implemented. In the second stage, shaping the core values of the enterprise, establishing incentive and constraint mechanisms, and regulating employee behavior. In the third stage, comprehensively summarize the results and continuously improve them. Actively showcase achievements and gather strength. Develop a new three-year development plan and establish a sound long-term mechanism to continuously strengthen the construction of corporate culture. After detailed analysis, it provides reference and inspiration for the sustainable development of JZ Bank and enterprises in the same stage of development.
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