HT教育集团企业文化建设研究
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摘要
我国民营企业从改革开放后不断涌现并取得快速发展,但更多的民营企业发展到一定规模后就停滞不前,当初共同创业的员工纷纷离去,甚至成为了强劲的对手,企业中管理混乱,失去了创业时的向心力。随着企业的发展,原有的管理模式已经无法适应现状,其中最重要的就是企业文化建设没有跟上企业规模的发展,企业领导人的“影响力”没有及时传达到每个新进入企业的员工,企业缺乏精神层面的东西。企业文化可以凝聚企业,协调企业内部人际关系,引导企业发展方向,最终实现企业的可持续和跨越式发展,如何建设企业文化是企业管理的重要方面。
本文以国内“公考”培训行业领头人HT教育集团为例,对企业文化进行研究。本文第一章介绍研究背景、意义,同时说明本论文的研究思路和方法及创新点。第二章介绍企业文化的定义、企业文化的基本结构和企业文化的功能。第三章介绍HT教育集团企业文化建设的背景、建立历程和通过问卷调查找出HT教育集团企业文化建设存在的问题并分析问题的原因。第四章介绍根据HT教育集团企业文化建设存在的问题和其原因给出改进的措施。第五章介绍本论文的结论和研究的展望。
本文采取实际与理论相结合方法、发展历程研究法、问卷调查法的方法对HT教育集团的企业文化建设进行研究。结合企业文化的理论知识,针对企业的精神层、制度层和物质层文化进行调查,找出集团内不同学历背景、不同职位员工对集团现行企业文化的真实感受和建议,根据企业文化的理论知识对问卷的结果进行分析,找出集团目前在企业文化建设方面存在的主要问题,再运用第二章的理论知识对问题的原因进行分析,给出最终的提升措施。
China's private enterprises are emerging from the reform and opening up and achieved rapid development, but more private enterprise development to stagnate after a certain size, the original joint venture employees have left, and even become a strong opponent, enterprise management confusion, lost the centripetal force of entrepreneurship. With the development of enterprises, the original management model has been unable to adapt to current situation, in which the most important reason is the corporate culture, has not kept up the scale of business development, corporate leaders "influence" is not timely communicated to each of the new entrants into the business employees, enterprises lack the spiritual things. Corporate culture can unite enterprises, to coordinate internal relationships, the main guide to enterprise development, Ultimately achieve sustainable and rapid development, how to build corporate culture is an important aspect of management.
In this article, the domestic "public examination" education and training industry leader HT Group, for example, Study of corporate culture. The first chapter introduces the research background, significance, with an indication of this research and innovation ideas and methods. The second chapter describes the definition of corporate culture, corporate culture, the basic structure and function of corporate culture. The third chapter introduces HT Education Group corporate culture building in the background, history and through questionnaires to establish HT Education Group corporate culture to identify problems in the construction and analysis of the problem. Chapter IV presents the HT Education Group based on corporate culture construction problems and the reasons given for improvement measures. Chapter V describes the conclusions of this thesis and research prospects.
This article adopts the combination of the actual and theoretical methods, questionnaire, researching on the development process, statistical analysis method to research the corporate culture of HT Education Group. Combining with theoretical knowledge of corporate culture, For the spirit of enterprise layer, system layer and physical layer culture investigation to find out different educational backgrounds within the Group, employees of different positions on the Group's exist corporate culture's true feelings and give recommendations, We can analyze the results of the questionnaire according to theoretical knowledge of corporate culture, Identify the main issues currently Of the Group in the corporate culture construction, And then analyze the causes of the problem using the theoretical knowledge of the second chapter, and the final measure according to the theoretical knowledge of corporate culture.
本文以国内“公考”培训行业领头人HT教育集团为例,对企业文化进行研究。本文第一章介绍研究背景、意义,同时说明本论文的研究思路和方法及创新点。第二章介绍企业文化的定义、企业文化的基本结构和企业文化的功能。第三章介绍HT教育集团企业文化建设的背景、建立历程和通过问卷调查找出HT教育集团企业文化建设存在的问题并分析问题的原因。第四章介绍根据HT教育集团企业文化建设存在的问题和其原因给出改进的措施。第五章介绍本论文的结论和研究的展望。
本文采取实际与理论相结合方法、发展历程研究法、问卷调查法的方法对HT教育集团的企业文化建设进行研究。结合企业文化的理论知识,针对企业的精神层、制度层和物质层文化进行调查,找出集团内不同学历背景、不同职位员工对集团现行企业文化的真实感受和建议,根据企业文化的理论知识对问卷的结果进行分析,找出集团目前在企业文化建设方面存在的主要问题,再运用第二章的理论知识对问题的原因进行分析,给出最终的提升措施。
China's private enterprises are emerging from the reform and opening up and achieved rapid development, but more private enterprise development to stagnate after a certain size, the original joint venture employees have left, and even become a strong opponent, enterprise management confusion, lost the centripetal force of entrepreneurship. With the development of enterprises, the original management model has been unable to adapt to current situation, in which the most important reason is the corporate culture, has not kept up the scale of business development, corporate leaders "influence" is not timely communicated to each of the new entrants into the business employees, enterprises lack the spiritual things. Corporate culture can unite enterprises, to coordinate internal relationships, the main guide to enterprise development, Ultimately achieve sustainable and rapid development, how to build corporate culture is an important aspect of management.
In this article, the domestic "public examination" education and training industry leader HT Group, for example, Study of corporate culture. The first chapter introduces the research background, significance, with an indication of this research and innovation ideas and methods. The second chapter describes the definition of corporate culture, corporate culture, the basic structure and function of corporate culture. The third chapter introduces HT Education Group corporate culture building in the background, history and through questionnaires to establish HT Education Group corporate culture to identify problems in the construction and analysis of the problem. Chapter IV presents the HT Education Group based on corporate culture construction problems and the reasons given for improvement measures. Chapter V describes the conclusions of this thesis and research prospects.
This article adopts the combination of the actual and theoretical methods, questionnaire, researching on the development process, statistical analysis method to research the corporate culture of HT Education Group. Combining with theoretical knowledge of corporate culture, For the spirit of enterprise layer, system layer and physical layer culture investigation to find out different educational backgrounds within the Group, employees of different positions on the Group's exist corporate culture's true feelings and give recommendations, We can analyze the results of the questionnaire according to theoretical knowledge of corporate culture, Identify the main issues currently Of the Group in the corporate culture construction, And then analyze the causes of the problem using the theoretical knowledge of the second chapter, and the final measure according to the theoretical knowledge of corporate culture.
引文
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[30]中国知网：http://www.cnki.net/
[31]企业文化网：http://www.7158.com.cn/
[32]中国企业文化网：http://www.qywh.org/
[02]朱成全.企业文化概论[M].大连：东北财经大学出版社,2005：45-46
[03]白光.人力资源与企业文化战略[M].北京：中国经济出版社,2004：87-90
[04]余凯成.人力资源管理[M].大连：大连理工出版社,2006：93-96
[05]梁国风.培养细节精神[M].哈尔滨：黑龙江人民出版社,2004：143-146
[06]威廉大内.美国企业界怎么迎接日本的挑战[M].北京：中国社会科学出版社,2008：126-128
[07]彼得德鲁克.卓有成效的管理者[M].北京：机械工业出版社,2005：77-79
[08]孔德珍,张丙合.链接企业文化[M].北京：企业管理出版社,2004：32-33
[09]尤建新.企业管理概论[M].北京：高等教育出版社,2011：555
[10]罗长海.企业文化要义者[M].北京：清华大学出版社,2003：62-65
[11]吉姆柯林斯.从优秀到卓越[M].北京：中信出版社,2005：76-78
[12]彼得圣吉.第五项修炼[M].北京：中信出版社,2009：102-105
[13]陈桂明.企业管理学大辞典[M].北京：经济科学出版社,1998：235-237
[14]张德.人力资源开发与管理[M].北京：清华大学出版社,2001：45-46
[15]黄敏.论企业文化激励功能及实现途径[J].武汉理工大学学报,2005,8：29-30
[16]俞文钊.现代激励理论与应用[M].大连：东北财经大学出版社,2006：78-80
[17]魏杰.企业文化塑造：企业生命常青藤[M].北京：中国发展出版社,2002：132-133
[18]周景民.人力资源经典模式[M].北京：经济科学出版社,2004：81-84
[19]庄培章.现代企业文化新论——迈向成功企业之路[M].厦门：厦门大学出版社,2001：65-68
[20]王胜德,辛杰.企业文化与企业核心竞争力关系研究[J].山东社会科学,2009,12(1)：126-128
[21]陈庆修.“文”治天下——高举“文化治理”大旗的世界500强[J].中外企业文化.2005,10：25-27
[22]姚舸.论民营企业文化变革的方向[J].科技资讯,2011,04(1)：23-25
[23]宋艳玲.企业文化建设问题及对策[J].企业文化.2011,12：17-19
[24]蒋益秀.企业文化工作者要成长为企业文化教练[J].现代企业文化.2012,11：5-7
[25]吴晓波.“带缺陷的真实”与企业文化[J].中外管理,2012,10(1)：9-12
[26]寇北辰.管理的基础：正确的价值取向[J].中外管理,2012,07：33-34
[27]易德鹏.A公司企业文化建设研究[D].兰州大学,2011.
[28]练之溪.长沙双鹤企业文化研究[D].复旦大学,2007.
[29]MBA智库百科：http://wiki.mbalib.com
[30]中国知网：http://www.cnki.net/
[31]企业文化网：http://www.7158.com.cn/
[32]中国企业文化网：http://www.qywh.org/