联系我们

论文查询结果	返回搜索

论文编号：	9950
作者编号：	2220160627
上传时间：	2018/6/1 16:41:25
中文题目：	初创企业的FN公司企业文化建设研究
英文题目：	Research on Enterprise Culture Construction of FN Company in Start-up Enterprises
指导老师：	王学秀
中文关键字：	企业文化；企业文化建设；价值观；初创企业
英文关键字：	corporate culture; corporate culture construction; values; start-ups
中文摘要：	企业文化概念是在20世纪80年代由美国学者提出的。企业文化被视为一种包括信仰、价值观、核心价值观在内的存在，企业文化是一家公司所信奉的主要价值观。企业文化研究源于上世纪70年代末，因日本经济在战后迅速崛起，对美国企业形成很大冲击，引发了美国企业和管理学界的高度关注，并由此展开大量企业文化方面的研究与实践。中国于上世纪80年代引入企业文化的概念，积极学习美国、日本的企业文化取得的成功经验，推动中国企业建设企业文化。现在距企业文化提出已历30年，大量、卓有成效的研究与实践彰显了企业文化的巨大价值。研究表明，企业文化对于构筑企业成员共同愿景、引领企业制定发展战略、提高全体员工素质、维持企业经营管理秩序、培养和吸引优秀人才具有重要价值。通过对中外已有的企业文化有关基本理论和主要研究成果进行梳理和回顾，包括企业文化这一概念的起源与发展，对中外学者提出的企业文化维度进行的归纳。探究企业文化的内涵及企业文化的价值，分析企业文化与经营管理之间的关系，对初创公司的相关理论进行深入研究。在国家“双创”政策的大力扶持和推动下将有越来越多的人创业，成立新公司发展事业。在此背景下，迫切需要中国管理学和企业界开展大量的理论研究与实践，帮助初创企业建设企业文化实现快速、健康成长。本文探索从企业文化建设角度，寻找初创企业在资源匮乏的困境下，重视软实力文化建设而不只是关注硬实力，充分发挥资源硬实力以外文化的力量，帮助初创企业走过危险的创业期，为企业生存发展赢得宝贵时间，作为初创企业来说，倡导和努力创建一种适合公司持续成长的文化，是经营管理的关键点，也是指导经营管理的基本准则。但需要关注的是，能够深植于经营管理和员工人心的企业文化，除了多方面、多层次的传播外，将文化理念要素融入经营管理活动中、通过经营管理活动体现出来，才有可能培育出真正的文化。公司在确定基本的文化取向、文化要素和理念体系后，如何真正以理念为指导开展经营管理工作，识别与强化初创公司的“关键活动”，是需要思考的核心问题。企业文化不能脱离经营管理而孤立存在，本文以FN会展文化传媒公司为例，通过对企业人员的访谈及经营管理情况的调研，分析研究企业文化建设的相关问题。初创企业考虑更多的是生存问题，而忽略了企业文化的创立及管理，认为企业文化是发展起来或大企业的事。以FN公司为例从企业经营管理状态分析文化不足，研究分析了企业文化融合存在的主要问题；重点研究企业文化取向与基本文化要素选择的问题，通过对FN公司经营管理诸多核心问题和公司文化取向，探究企业家精神和创业精神的“文化四梁”和“文化八柱”；提出FN公司企业文化建设的措施与保障，即加强企业文化宣贯、加强战略规划与实施、提升制度执行力、强化市场能力、提升专业能力和强化全员沟通。最后，在现有理论进行梳理的基础之上，对分析结果进行总结，对如何有效建设初创企业文化提出建议。任何企业经营管理都需要理念的指引，理念是企业经营管理的先导。理念要变成现实，就必须融入管理实践，融入流程，变成员工日常行为和价值观，才能最终实现经营目标和企业愿景。从初创公司来看，首先，企业文化对企业经营管理模式影响是深刻的，决定了企业各阶段经营管理模式的选择。确定企业核心价值观和使命是制定企业战略目标和经营管理模式的前提和依据，是企业分配各方资源资源的基础。企业经营管理制度是企业文化的载体和保障，在设计上必须考虑到能够有助于培养企业文化，制度是规矩，保证全体成员能够尊重核心价值观。而另一方面，企业文化是建设企业经营管理体系的核心，也是对原有体系的升级和完善，甚至是一种变革，必将给企业带来诸多变化。所有研究企业文化现象的著作几乎都论及或涉及一个主题——它与企业长期经营业绩之间的关系。建设企业文化能促进、提升经营业绩，良好的企业经营绩效有利于推动企业文化的形成和建立信誉，充满活力的企业文化的又返过来促进经营业绩的持续增长，能够形成互相促进的良性循环。企业家精神和创业精神适合于所有成长阶段的企业，而对于新创企业来说，这两种精神尤其值得倡导。从目前看，公司在这两个方面的文化显然比较薄弱，更多呈现“按部就班”的“根据地思维”而不是“强敌环伺”、“危机四伏”的“敌后思维”。因此，建议将企业家精神和创业精神共同作为公司未来较长一段时间内文化取向的“根基”和“强底色”。企业家精神是一种将变革和开拓结合在一起的创业和创新精神。为了打造公司的“企业家精神和创业精神”根基、同时支撑起“市场文化、专业文化、团队文化、科学文化”的“文化四梁”，建议以“契约、尊重、简单、高效，担当、执着、创造、分享”为公司的“文化八柱”。在FN公司的文化建设的措施与保障方面建议：加强企业文化宣贯、加强战略规划研究与实施、加强制度“契约化”建设、创建市场研究战略、持续加强市场研究与拓展、加强对竞争者的研究与关注、建立客体思维和乙方思惟、创建完整培训体系、创建多层面企业文化、强化企业全员沟通，创建多层面文化融合“接触点”。大力倡导以人为本，以和为贵，道之以德，义利两全的管理思想和企业文化。
英文摘要：	The concept of corporate culture was proposed by American scholars in the 1980s. Corporate culture is seen as an existence that includes beliefs, values, and core values. Corporate culture is a company's belief in the main values. Research on corporate culture originated in the late 1970s. As the Japanese economy rose rapidly after the war, it greatly impacted American companies and caused great concern among American companies and management scholars. This led to the development of a large number of corporate culture studies. practice. In the 1980s, China introduced the concept of corporate culture, actively studied the successful experience of corporate culture in the United States and Japan, and promoted Chinese enterprises to build corporate culture. Now 30 years have passed since the establishment of corporate culture, a large number of effective research and practices have demonstrated the tremendous value of corporate culture. Studies have shown that corporate culture is of great value to building a common vision for corporate members, leading companies in formulating development strategies, improving the quality of all employees, maintaining corporate management and management order, and cultivating and attracting outstanding talents. Through sorting out and reviewing the basic theories and major research results of the existing corporate culture in China and abroad, including the origin and development of the concept of corporate culture, this paper summarizes the dimensions of corporate culture proposed by Chinese and foreign scholars. Explore the connotation of corporate culture and the value of corporate culture, analyze the relationship between corporate culture and business management, and conduct in-depth research on related theories of startup companies. Under the strong support and promotion of the national "double-creation" policy, more and more people will start businesses and set up new companies to develop their businesses. Under this background, it is urgent for Chinese management and the business community to carry out a large number of theoretical studies and practices to help start-ups build corporate culture to achieve rapid and healthy growth. This article explores from the perspective of corporate culture construction, looking for start-ups to focus on the construction of soft power culture rather than just hard power under the predicament of scarcity of resources, give full play to the power of culture other than the hard strength of resources, and help start-ups to go through dangerous ventures. Gain valuable time for the survival and development of the company. As a start-up company, advocating and working hard to create a culture that suits the company's continued growth is the key point of business management, and it is also the basic guideline for business management. However, it is necessary to pay attention to the corporate culture that can be deeply rooted in management and employees. In addition to multi-faceted and multi-level communication, it is possible to nurture the elements of cultural concepts by integrating them into management activities and reflecting them through management and management activities. A true culture. After the company determines the basic cultural orientation, cultural elements and concept system, how to truly carry out management and management with the concept as a guide, and identify and reinforce the "key activities" of the startup company are the core issues that need to be considered. Corporate culture cannot be isolated from management. This article takes FN convention and exhibition media company as an example, and analyzes and researches relevant problems of corporate culture construction through interviews with business personnel and the investigation of business management. Start-up companies consider more about survival issues, while ignoring the creation and management of corporate culture, and think that corporate culture is a matter of development or a large company. Take FN Corporation as an example to analyze the cultural deficiencies from the state of enterprise operation and management, study and analyze the main problems in the corporate culture integration; focus on the study of the choice of corporate culture and basic cultural factors, and pass through many core issues and corporate culture of FN company's operation and management. Orientation, exploration of entrepreneurship and entrepreneurial spirit of "four cultures" and "eight pillars of culture"; put forward the FN company's corporate culture construction measures and guarantees, that is, strengthen corporate culture promotion, strengthen strategic planning and implementation, enhance the implementation of the system Enhance market capabilities, enhance professional capabilities and strengthen communication among all employees. Finally, on the basis of combing the existing theories, the analysis results are summarized, and suggestions are made on how to effectively construct the startup culture. Any business operation and management needs the guidance of the concept. The concept is the forerunner of the business management. To become a reality, the idea must be integrated into management practices, integrated into processes, and become employees' daily behaviors and values in order to ultimately achieve business goals and corporate vision. From the point of view of startup companies, first of all, the influence of corporate culture on business management models is profound, which determines the choice of business management modes at each stage of the company. Determining the company's core values and missions is the premise and basis for formulating corporate strategic goals and business management models. It is the basis for the company to allocate resources and resources for all parties. The enterprise management system is the carrier and guarantee of corporate culture. It must be taken into consideration in designing that it can contribute to the cultivation of corporate culture. The system is the rule and all members can respect the core values. On the other hand, corporate culture is the core of building a business management system. It is also an upgrade and improvement of the original system, and even a change, which will certainly bring many changes to the company. All books that study corporate culture phenomena cover or relate to one topic—its relationship with the company's long-term operating performance. Building a corporate culture can promote and enhance business performance. Good corporate performance is conducive to the formation of corporate culture and the establishment of a reputation. Vibrant corporate culture is back to promote sustained growth in business performance and can form a virtuous circle of mutual promotion. Entrepreneurship and entrepreneurship are suitable for companies in all stages of growth. For start-ups, these two spirits are particularly worth advocating. Judging from the current situation, the company’s culture in these two areas is obviously weak, and more “prepared according to the order” of “basic thinking” instead of “treating the enemy” and “treating the enemy”. Therefore, it is recommended that entrepreneurship and entrepreneurship be jointly used as the "foundation" and "strong background" of the company's cultural orientation in the long term. Entrepreneurship is a spirit of entrepreneurship and innovation that combines change and pioneering. In order to build the company’s “entrepreneurial spirit and entrepreneurial spirit” foundation and support the “culture four beams” of “market culture, professional culture, team culture, and science and culture”, it is recommended that “the contract, respect, simplicity, efficiency, and responsibility Persistence, creation, and sharing are the eight pillars of the company's culture. In the aspect of FN's cultural construction measures and safeguards, it is recommended to strengthen corporate culture promotion, strengthen strategic planning research and implementation, strengthen the "contractualization" of systems, establish market research strategies, continue to strengthen market research and development, and strengthen competition among competitors. The research and concern, the establishment of object thinking and the thinking of Party B, the establishment of a complete training system, the establishment of a multi-faceted corporate culture, and strengthening the company's full communication, create a multi-faceted cultural integration "touch point." We must vigorously promote the management philosophy and corporate culture of people-oriented, harmony-oriented, ethical virtue, and righteousness.
查看全文：	预览  下载(下载需要进行登录)