M电信公司服务文化及其实施研究
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摘要
入世以后,随着全球经济一体化步伐的加快,电信行业的国内和国际竞争空前激烈。一方面,国外同行依靠强大的技术力量和先进的管理水平不断发展壮大,对中国电信市场步步紧逼;另一方面,国内电信市场经过重组后形成了六大电信运营商相互竞争的新格局。在此种背景下,尽快提高中国电信的企业管理水平,增强中国电信的综合竞争实力已成为刻不容缓的课题。
以企业文化理念为代表的文化管理方式是当代管理学理论的重大突破,众多企业的成功经验证明:建设优秀的企业文化是企业发展的必经之路。本文结合中国电信实际特点,通过对M电信分公司公司企业文化现状的诊断分析,提出中国电信企业文化与M电信分公司公司实际相结合的服务文化是完善M电信分公司内部管理、提高M电信分公司竞争力的有力武器,是提高M电信分公司企业服务品质的关键所在。
本文首先从M电信分公司企业文化现状出发,采用资料收集、访谈和调查问卷等定性和定量相结合的方法对M电信分公司当前企业文化进行了诊断和评估;然后根据现状诊断和评估的结果,总结和凝练了适合M电信分公司当前发展的服务文化;最后,以服务规范建设、营业厅职能转型、宽带品牌建设为落脚点,对服务文化加以实施,为中国电信的企业文化建设提供了富有现实意义的解决方案。
With the speeding pace of Economical Globalisation, international and national competitions of the telecommunication are becoming more and more intense. On the one hand, depending upon the formidable technical forces and the advanced management level, overseas colleagues unceasingly grow more rivalrous which press on the domestic telecommunication market step by step. On the other hand, the domestic telecommunication market has formed the new pattern of six telecom operators competing with each other after the reorganization. Under this kind of background, it is becoming a urgent topic that enhancing the business management level of CHINA TELECOM and strengthening its synthesis competition as soon as possible.
Enterprise Culture Idea (ECI), which has been seemed as the representative of cultural management way, is the significant breakthrough of modern management theoretics. A large number of enterprises' successful experience proved that constructing the outstanding Enterprise Culture (EC) is the way which enterprise development must be taken. This article unified the actual characteristics of CHINA TELECOM, through the analysis and diagnostication of the enterprise culture present situation which belong to M subsidiary company of CHINA TELECOM, proposed that the Service Culture which is composed of CHINA TELECOM’s and M subsidiary company’s EC is a powerful weapon of consummating the internal management of M company, and enhancing its competitive ability. At the same time, it is also a key to improve its service quality.
Firstly, from the EC present situation of M subsidiary of CHINA TELECOM, quantitative and qualitative methods such as Information Collection(IC), Interview and Questionnaire Inquiry (QI) are used to diagnose and evaluate M subsidiary’s EC. Secondly, according to the results of diagnostication and evaluation, the Service Culture of M subsidiary which is suitable to the company’s development has been summarized and concluded. Finally, based on three aspects (the standard construction, business hall function reforming, and the brand construction of broad band), the Service Culture of M subsidiary has been implemented and which has provided the rich practical significance solutions for the Enterprise Culture construction of CHINA TELECOM.
以企业文化理念为代表的文化管理方式是当代管理学理论的重大突破,众多企业的成功经验证明:建设优秀的企业文化是企业发展的必经之路。本文结合中国电信实际特点,通过对M电信分公司公司企业文化现状的诊断分析,提出中国电信企业文化与M电信分公司公司实际相结合的服务文化是完善M电信分公司内部管理、提高M电信分公司竞争力的有力武器,是提高M电信分公司企业服务品质的关键所在。
本文首先从M电信分公司企业文化现状出发,采用资料收集、访谈和调查问卷等定性和定量相结合的方法对M电信分公司当前企业文化进行了诊断和评估;然后根据现状诊断和评估的结果,总结和凝练了适合M电信分公司当前发展的服务文化;最后,以服务规范建设、营业厅职能转型、宽带品牌建设为落脚点,对服务文化加以实施,为中国电信的企业文化建设提供了富有现实意义的解决方案。
With the speeding pace of Economical Globalisation, international and national competitions of the telecommunication are becoming more and more intense. On the one hand, depending upon the formidable technical forces and the advanced management level, overseas colleagues unceasingly grow more rivalrous which press on the domestic telecommunication market step by step. On the other hand, the domestic telecommunication market has formed the new pattern of six telecom operators competing with each other after the reorganization. Under this kind of background, it is becoming a urgent topic that enhancing the business management level of CHINA TELECOM and strengthening its synthesis competition as soon as possible.
Enterprise Culture Idea (ECI), which has been seemed as the representative of cultural management way, is the significant breakthrough of modern management theoretics. A large number of enterprises' successful experience proved that constructing the outstanding Enterprise Culture (EC) is the way which enterprise development must be taken. This article unified the actual characteristics of CHINA TELECOM, through the analysis and diagnostication of the enterprise culture present situation which belong to M subsidiary company of CHINA TELECOM, proposed that the Service Culture which is composed of CHINA TELECOM’s and M subsidiary company’s EC is a powerful weapon of consummating the internal management of M company, and enhancing its competitive ability. At the same time, it is also a key to improve its service quality.
Firstly, from the EC present situation of M subsidiary of CHINA TELECOM, quantitative and qualitative methods such as Information Collection(IC), Interview and Questionnaire Inquiry (QI) are used to diagnose and evaluate M subsidiary’s EC. Secondly, according to the results of diagnostication and evaluation, the Service Culture of M subsidiary which is suitable to the company’s development has been summarized and concluded. Finally, based on three aspects (the standard construction, business hall function reforming, and the brand construction of broad band), the Service Culture of M subsidiary has been implemented and which has provided the rich practical significance solutions for the Enterprise Culture construction of CHINA TELECOM.
引文
[1] Geert Hofstede, Cultures Consequences: International Differences in Work-Related Values (Cross Cultural Research and Methodology), Sage Publications, 2005.
[2]特雷斯?E?迪尔,阿伦?A?肯尼迪.《企业文化:现代企业的精神支柱》[M] .上海:上海科学技术文献出版社,1989年.
[3] William G. Ouchi, Theory Z: How American Business Can Meet the Japanese Challenge, Addison-Wesley, 1981.
[4]理查德?帕斯卡尔、安东尼?阿索斯.《日本企业管理艺术》[M].北京:中国科学技术翻译出版社,1984年。
[5] Peter M. Senge. The Fifth Discipline: The Art and Practice of Leadership[J]. New York: Double day, 1994.
[6] John P. Kotter, and James L. Heskett. Corporate Culture and Performance[M]. New York: Free Press, 1992.
[7]约翰?科特,詹姆斯?赫斯克特.《企业文化与经营业绩》[M].北京:华夏出版社, 1997年.
[8]陈正南、黄文宏,《成功企业制企业文化类型》[M]. ]中国文化与企业管理学术研讨会论文集.
[9]徐联恩、赖国茂.《企业文化属性与企业绩效权变观点》[M].
[10]占德干、张炳林.《企业文化构架的实证性分析:对四个不同类型企业的调查与分析》[M].管理世界,1996.
[11]陈春花.《企业文化的改造与创新》[J].北京大学学报(社科版),1999.
[12]陈亭楠.《现代企业文化》[M].北京:企业管理出版社,2003年.
[13]罗长海.《企业文化学》[M].北京:中国人民大学出版社,1995年.
[14]Mariann Jelinek, Linda Smircich, Paul Hirsch. Introduction: A Code of Many Colors[J] Administrative Science Quanterly,1983:331-338.
[15]张铁男,李晶蕾,金振声.论具有现代意识的组织文化[J].学术交流,2001,(11):106-109.
[16]Kilmann, R.H. and Saxton, M.J.& Associates (Eds). Gaining Control of the Corporate Culture[J]. San Francisco: JosseyBass.1985:47-48.
[17]Willem Verbeke, Marco Volgering, Marco Hessels. xploring The Conceptual Expansion Within The Field of Organizational Behavior: Organizational Climate and Organizational Culture[J].Journal of Management Studies, 1998, (5):35.
[18]应焕红.公司文化管理——永续经营的动力源泉[M].北京:中国经济出版社. ,2001:123-130.
[19]黎群.试论企业文化的形成机制与建设[J].北方交通大学学报, 2001, (10):64-68.
[20]F.W. Guldenmund, The Nature of Safety Culture: a Review of Theory and Research, 2000:28-35.
[21]樊耘,李纪花,顾敏.基于四层次结构的组织文化与变革关系的实证分析[J].商业研究, 2006(19): 31-35.
[22]张德玉.创建企业文化的DNA[J].企业文化与管理,2005年09期,P22-25.
[23]王吉鹏.《企业文化建设——厘定企业文化落地的方法和路径》[M].北京:中国发展出版社, 2005.5.
[24]张敏,陈传明.企业文化内涵与功能的思辨[J].经济问题探索,2005年第4期,P23.
[25]宋威.服务品质模型在吉林移动公司的应用研究.硕士学位论文.吉林.吉林大学,2005.5.
[26]王松.我国通信产品资费套餐设计之我见[J].通信世界, 2005.8, P21-22.
[27]中国电信产品组合和套餐模板设计. http://www.ltmic.com/News_80/2006612125434290-1.html[EB\OL]
[2]特雷斯?E?迪尔,阿伦?A?肯尼迪.《企业文化:现代企业的精神支柱》[M] .上海:上海科学技术文献出版社,1989年.
[3] William G. Ouchi, Theory Z: How American Business Can Meet the Japanese Challenge, Addison-Wesley, 1981.
[4]理查德?帕斯卡尔、安东尼?阿索斯.《日本企业管理艺术》[M].北京:中国科学技术翻译出版社,1984年。
[5] Peter M. Senge. The Fifth Discipline: The Art and Practice of Leadership[J]. New York: Double day, 1994.
[6] John P. Kotter, and James L. Heskett. Corporate Culture and Performance[M]. New York: Free Press, 1992.
[7]约翰?科特,詹姆斯?赫斯克特.《企业文化与经营业绩》[M].北京:华夏出版社, 1997年.
[8]陈正南、黄文宏,《成功企业制企业文化类型》[M]. ]中国文化与企业管理学术研讨会论文集.
[9]徐联恩、赖国茂.《企业文化属性与企业绩效权变观点》[M].
[10]占德干、张炳林.《企业文化构架的实证性分析:对四个不同类型企业的调查与分析》[M].管理世界,1996.
[11]陈春花.《企业文化的改造与创新》[J].北京大学学报(社科版),1999.
[12]陈亭楠.《现代企业文化》[M].北京:企业管理出版社,2003年.
[13]罗长海.《企业文化学》[M].北京:中国人民大学出版社,1995年.
[14]Mariann Jelinek, Linda Smircich, Paul Hirsch. Introduction: A Code of Many Colors[J] Administrative Science Quanterly,1983:331-338.
[15]张铁男,李晶蕾,金振声.论具有现代意识的组织文化[J].学术交流,2001,(11):106-109.
[16]Kilmann, R.H. and Saxton, M.J.& Associates (Eds). Gaining Control of the Corporate Culture[J]. San Francisco: JosseyBass.1985:47-48.
[17]Willem Verbeke, Marco Volgering, Marco Hessels. xploring The Conceptual Expansion Within The Field of Organizational Behavior: Organizational Climate and Organizational Culture[J].Journal of Management Studies, 1998, (5):35.
[18]应焕红.公司文化管理——永续经营的动力源泉[M].北京:中国经济出版社. ,2001:123-130.
[19]黎群.试论企业文化的形成机制与建设[J].北方交通大学学报, 2001, (10):64-68.
[20]F.W. Guldenmund, The Nature of Safety Culture: a Review of Theory and Research, 2000:28-35.
[21]樊耘,李纪花,顾敏.基于四层次结构的组织文化与变革关系的实证分析[J].商业研究, 2006(19): 31-35.
[22]张德玉.创建企业文化的DNA[J].企业文化与管理,2005年09期,P22-25.
[23]王吉鹏.《企业文化建设——厘定企业文化落地的方法和路径》[M].北京:中国发展出版社, 2005.5.
[24]张敏,陈传明.企业文化内涵与功能的思辨[J].经济问题探索,2005年第4期,P23.
[25]宋威.服务品质模型在吉林移动公司的应用研究.硕士学位论文.吉林.吉林大学,2005.5.
[26]王松.我国通信产品资费套餐设计之我见[J].通信世界, 2005.8, P21-22.
[27]中国电信产品组合和套餐模板设计. http://www.ltmic.com/News_80/2006612125434290-1.html[EB\OL]