我国民营企业文化建设问题研究毕业论文.doc

1、 河北师范大学本科生毕业论文（设计）开题报告书 商 学院 信息资源管理 专业 2006 届学生姓名 论文（设计）题目我国民营企业文化问题的研究指导教师 专业职称 所属教研室 研究方向 课题论证：民营企业的兴起发展，得益与改革开放。改革开发三十年民营经济取得了举世瞩目的成就，民营经济的地位由“国民经济的有益补充部分”变为“国民经济的重要组成部分”。虽然民营企业在过去三十年取得了不少成就，在中国加入WTO、全球经济一体化、社会主义市场经济进一步深化的形势下，民营经济面临着个广阔的市场竞争与合作，民营企业的发展面临很多难题，出现了一些阻碍民营经济发展的瓶颈，不如企业文化问题、可持续发展问题、科学管理

2、问题等。本文主要研究和解决的是民营企业在企业文化建设上的问题。企业文化研究始于20世纪70年代末，它发源于日本，生长在美国，促使其研究与发展的最直接原因是日本经济的迅速崛起。企业文化都是以人为载体的，是企业发展过程中逐渐积累形成的，由一个企业全体员工共同接受并且践行的价值取向、职业规范、最高目标。企业文化由物质文化、制度文化和精神文化组成，精神文化是企业文化的核心。企业文化具有五大功能，分别是：导向功能、凝聚功能、激励功能、约束功能和整合功能。自从八十年代末，企业文化作为一种先进的管理模式被引进我国企业管理中以来，很多民营企业进行了大量尝试，其中不乏成功者，但大多数没有收到预期的效果。近年来企

3、业文化热再度兴起，什么是企业文化，民营企业为什么要建设企业文化，如何建设企业文化？当前民营企业在对企业文化的认识上，在企业文化的建设过程中存在大量问题亟待解决。本文就围绕“什么是企业文化”，“民营企业为什么要建设企业文化”，“如何建设企业文化”，三个问题展开研究。通过对企业文化理论，民营企业文化建设现状的研究，发现民营企业当前文化建设的问题，并提出相应的解决方法。方案设计：论文主要包括三部分：一、民营企业文化建设现状；二、民营企业文化建设存在的问题及原因；三、民营企业文化建设问题的解决措施；进度计划： 根据选题搜集资料，拟定提纲，完成开题（2009.11.262010.3.18）；撰写论文，提

4、交正文、中英文摘要、文献综述、英文文献及中文译文（2010.3.192010.5.8）；修改论文，进行答辩；完善论文，上交各种资料（2010.5.92010.5.30）。指导教师意见： 指导教师签名： 年 月 日教研室意见： 教研室主任签名： 年 月 日附件4：毕业论文（设计）文献综述河北师范大学本科生毕业论文（设计）文献综述包括国内外研究现状、发展趋势、存在问题、参考文献依据，对文献资料进行概括、分析（不少于1000字）。近年来，随着我国加入WTO，经济全球化的日趋加快，企业竞争也日趋激烈。需要指出的是，企业间的竞争重点，从早期产品质量的竞争，逐渐转到品牌的竞争、服务和营销理念的竞争、人才的

5、竞争。事实上，这种转变是从硬件到软件的转变，而软件的背后往往是企业的核心理念，说到底，企业的竞争将更多的是文化的竞争。从1981年发达国家的优秀公司率先由科学管理阶段进入文化管理阶段以来，标志着“文化管理”的时代，即“文化制胜”的时代的到来。现在越来越多的人开始意识到文化的重要性，国内外学者纷纷对“企业文化”进行相关的研究和探讨。同时学者们也意识到了企业文化的可塑性，纷纷举行起了企业文化建设的大旗。轰轰烈烈企业文化热潮持续了二十年，情况如何？就中国而言，近八成企业的文化建设处于“基本形成阶段”或“酝酿阶段”。原因何在？尤其是中国民营企业，在企业文化的认识和建设方面还存在许多问题。在对企业文化的

6、认识方面，民营企业普遍存在万能说、无用说、政工论和领导说等问题，没有认清企业文化的核心内容核心价值观的真正意义；在企业文化建设方面存在片面追求在某一方面的发展，趋同化，家族式管理影响制约企业文化的进一步发展，企业文化建设目标不明确，或目标行为相背离，造成企业信用危机等问题。企业缺乏深层次的价值观，是当前企业中普遍存在的问题。最重要的是，中国关于企业文化的理论研究比较滞后，缺乏理论指导的企业文化实践带有一定的盲目性。张德、潘文君所编著的企业文化一书，从企业文化的定义、功能、内容和结构，到企业文化的诊断和测量、建设和变革，从中国的传统文化到现代企业的管理等，详细地介绍企业文化的各方面，是到家对企业

7、文化有一个准确的认识，同时精选了一些案例，使理论结合实际。企业文化都是以人为载体的现象，是企业发展过程中逐渐积累形成的，由一个企业全体员工共同接受并且践行的价值取向、职业规范、最高目标。企业文化反映了企业共同的价值观、行为规范、共同利益，这些无疑对企业的经营者、员工的价值取向、行为取向等产生了强有力的导向作用。并且这一导向作用是在潜移默化中影响员工的行为和心理的。一旦员工接受了企业文化就很难更改，并对企业发展起到很大推动作用企业文化的凝聚功能主要体现在价值凝聚和目标凝聚。企业文化通过共同的价值观，共同的目标使企业员工在思想、感情、行为等方面和企业协调一致，形成强大的凝聚力。我国民营经济要生存发

8、展就必须具备强大的竞争力，企业文化建设是企业提升自身竞争力的有效途径，企业应进一步加深其产品与服务的文化内涵，在消费者购买其产品和服务时，不仅能得到物质的满足，更能得到精神和文化的满足，也就是说企业不仅要销售其产品更要销售其文化，从而提高自身产品的市场竞争力，和企业的竞争力。附件5：毕业论文（设计）翻译文章河北师范大学本科生毕业论文（设计）翻译文章列出参阅的外文文献资料的篇目，对其中与研究课题相关的重要文献进行翻译，注明原文的出处并附原文（附在后面）。参考文献：1Flamholtz, E.G. (1995)： Managing organizational transitions:implic

9、ations for corporate and human resource management.European Management Journal 13(1), 3951.2Flamholtz, E.G. and Aksehirli, Z. (2000)： Organizational success and failure, an empirical test of a holistic model.European Management Journal October, 488498.3Flamholtz, E.G. and Randle, Y. (1998)： Changing

10、 the Game:Transformations of the First, Second and Third Kinds. Oxford University Press, Oxford.4Flamholtz, E.G. and Randle, Y. (2000)： Growing Pains. Jossey-Bass, San Fransisco.英文原文：Source：European Management Journal Vol. 19, No. 3, pp. 268275, 2001Corporate Culture and the Bottom LineThe paper dea

11、ls with the effects of corporate culture on financial performance. Previous authors have suggested that culture has an impact on financial performance. Unlike previous studies which have only examined the effects of culture on financial performance using cross sectional data, this study was done in

12、a single organization. The company had twenty relatively comparable divisions, and provides a somewhat rare, if not unique, opportunity to assess the effects of corporate culture on financial performance. The results, using a regression analysis, suggest that there is a statistically significant rel

13、ationship (at 0.05 level) between culture and financial performance (measured by EBIT, or earnings before interest and taxes). Thus these results provide support for the previously hypothesized relationship between culture and financial performance with significant implications for management theory

14、 and practice 2001 Published by Elsevier Science Ltd. All rights reserved.Keywords: Corporate culture, Organizational performance, Financial performanceDuring the past decade it has become recognized that corporate culture has a significant impact on overall organizational performance (Siehl and Mar

15、tin, 1990; Kotter and Heskett, 1992). Explicitly or implicitly, it has been presumed that corporate culture affects the overall financial performance of a firm. In spite of this presumption, there has been very little empirical research dealing with the financial effects of corporate culture. In one

16、 notable exception, Kotter and Heskett (1992) conducted macro-level research on different companies, and compared samples of (a priori) strong culture companies with weak culture companies (1992, p. 19) from 22 different industries.However, neither they nor others have done much research on the effe

17、cts of culture on financial performance of a single firm. In part, this might be due to the difficulties of gaining a suitable research site. Nevertheless, there is a gap in our understanding of this phenomenon. Accordingly, the purpose of this article is to report the results of a field study of th

18、e impact of corporate culture on the bottom line, or financial performance, of a firm. It presents the results of a relatively singular opportunity to investigate the relationship between corporate culture and financial performance in a single firm.The Nature of CultureThe concept of corporate cultu

19、re has become embedded in management vocabulary and thought.Although there are many different definitions of the concept, the central notion is that culture relates to core organizational values. In turn, values are things which are important to organizations and underpin decisions and behavior. All

20、 organizations have cultures or sets of values which influence the way people behave in a variety of areas, such as treatment of customers, standards of performance,innovation, etc. An increasing number of successful organizations have, at least in part, attributed their success to effective culture

21、 management. For example, Starbucks Coffee Company, which has grown from just two retail stores in Seattle (USA) to more than 2500 stores world-wide during the past decade, views culture as a critical factor in the organizations success (Schultz and Yang, 1997; Flamholtz and Randle, 1998). Specifica

22、lly, the companys paradigm is that: the way we treat our people affects they way our people treat our customers, and, in turn, our success, which includes financial performance. This belief has led the company to a number of human resource practices that are designed to enhance peoples feeling of be

23、ing valued by the company. These include the widespread use of stock options and the practice of providing full benefits to all employees who work more than 20 hours per week.There are many areas in which corporate culture influences behavior and decision-making. However,there appear to be four key

24、areas in which all organizations must manage their culture or values: (1) the treatment of customers, (2) the treatment of an organizations own people or human capital, (3) standards of organizational performance, and (4) notions of accountability. These are the key areas of cultural concern for all

25、 organizations. Naturally, there are also many other areas of organizational performance that are of concern, but these tend to be more idiosyncratic to specific firms. Such additional areas can include beliefs with respect to innovation, corporate citizenship, openness to change, as well as others.

26、Culture and Organizational PerformanceThe basic paradigm underlying the notion that culture affects performance is based upon a few keyideas. The first is that culture affects goal attainment. More specifically, companies with strong cultures are more likely to achieve their goals than those with re

27、latively weak cultures. So-called strong-culture organizations are thought to have a higher degree of organizational success (measured in market value or other financial measures of performance), because of a believed link to motivation. As stated by Kotter and Heskett, strong cultures are often sai

28、d to help business performance because they create an unusual level of motivation in employees (1992, p.16).In addition to the hypothesized relationship between culture and financial performance, culture also has come to be viewed as component of other organizational effectiveness or success models

29、(Flamholtz and Randle, 1998, 2000). It has been theorized that the role of culture, as part of a six factor framework, explains organizational effectiveness and, in turn, financial performance (Flamholtz, 1995; Flamholtz and Randle, 1998, 2000). Specifically, culture has been viewed as a critical or

30、ganizational development area, or key strategic building block, of successful organizations. This framework has, in turn, been supported by further empirical research (Flamholtz and Aksehirli, 2000).Research QuestionThe general research question this article addresses is: Is there a relationship bet

31、ween a corporate culture and the financial performance of an organization? There was also a more specific research question in the context of this study. We were interested in determining the relationship between: (1) the extent to which people in the divisions accepted the stated culture of the com

32、pany and (2) the companys financial performance.ResultsThe data derived and used in this comparison are shown in a graph in Figure 3. The x-axis shows a divisional agreement with corporate culture score. This is a measure of the degree of similarity between the desired corporate culture and the cult

33、ure perceived to exist in each division. It can be viewed as a measure of cultural buy-in by the divisions. The y-axis presents EBIT values for the various divisions.Appendix ABanners Cultural PrinciplesFor your reference, the following principles define the culture that Banner desires.Our Vision. T

34、o become the leading component supplier to the capital and durable goods industries ona global basis.Our Customers. We view our customers as the most important element in our business. We will listen to our customers. We will make business decisions with our customers perspective in mind.This means

35、that we commit to thinking from an outside-in perspective vs. thinking primarily from an internal perspective about what works best for us. We will treat all customers with respect. Although we may have different standards for thelevel of service we give to selected customers, we value ALL of our cu

36、stomers and will treat themprofessionally. We will keep our commitments to customers. We will use the customers measurements as our scorecard. We will strive to exceed the customers expectations. We want to delight our customers. To differentiate ourselves from our competition, we need to try to exc

37、eed customers expectations. This doesNOT mean that we will accept unreasonable requests from our customers or that we are committedto providing services that the customer will not pay for.Our People. Our people are Banners most valuable asset. We will be known for having the best people in our indus

38、try. At Banner, we will treat people with respect and preserve human dignity. We will provide a safe, clean and challenging work environment for all of our people. We will invest in the development of our people. We encourage people to pursue continuous personal improvement, enabling them to grow wi

39、th the company. We will be equitable in hiring, compensation, and promotion. We value every employees input. We will communicate openly with our employees.Performance Standards and Accountability. We will continuously improve in everything we do and will strive to be best in class.We will measure ou

40、r performance against the highest standards. Perfection is our ultimate goal.We will also benchmark our performance against competitors. We expect everyone at Banner to act with honesty and integrity.Honesty is an absolute standard for all of our activities, including communication within Banner,com

41、munication with customers, and communication with external agencies. Anything less is unacceptable. Within Banner we will communicate clear expectations, evaluate results, give constructive feedback, and reward performance.We will implement corrective action plans when performance is less than expec

42、ted.Low performance is unacceptable.We will hold business units accountable for achieving their plans.Teamwork and Communication. Open and timely communication on all issues (good and bad) is expected and encouraged. Asking for help is encouraged, and we expect assistance to be provided by anyone wh

43、o has theability to help. We want to be recognized as Banner by everyone (customers, employees, suppliers, shareholders,and the communities in which we operate). All divisions will use the official Banner logo as their logo. At all levels of the organization, we expect decisions to be made based on

44、what is best forBanner.In making decisions at the division level, managers will first consider what is best for Banner before considering what is best for the division.Corporate Citizenship. Banner will be a good citizen of the communities in which we operate. We will be visible within the community

45、.Whenever feasible, business units will make charitable contributions and participate in local civicorganizations.We want our business units to be successful, so that good jobs are maintained within their localcommunities. We will be a good neighbor in maintaining plant appearance and complying with

46、 environmentalstandards.We will find ways to be a good neighbor, while at the same time running an economically viable plant.中文译文：参考资料:1福莱姆霍特兹E.G.（1995）：管理的组织转变：对企业的影响和人力资源管理。欧洲管理学报13（1），39页-51页。2福莱姆霍特兹E.G.、艾克Z.（2000）：组织的成功和失败，是一个整体模型的实证检验。欧洲管理杂志10，488页-498页。3福莱姆霍特兹E.G.、兰德里Y.（1998年）：改变游戏：变革的第一，第二和第三

47、种。牛津大学出版社，牛津大学。4福莱姆霍特兹E.G.、兰德里Y.（2000年）：成长的烦恼， 琼斯-巴斯，旧金山。原文来源：欧洲管理杂志卷，2001年11月19日，第3期，268页-275页。企业文化与账本底线本文针对企业文化对企业财务绩效的影响进行了论述。曾经作者已经提到，企业文化对财务绩效的影响。与以前那些只使用的横截面数据审查企业文化对财务绩效的影响的研究不同的是，这项研究是在一个单一的组织。该公司拥有20个相对可比较的部门，为我们研究企业文化对财务绩效的影响提供了一个难得的机会。结果，使用回归分析方法发现，企业文化与财务绩效（按计算息税前利润，或利息和税项前盈利）之间有着重要的利害关系（在0.05水平），因此，这些结果为先前提出的企业文化和财务业绩之间的关系对企业管理理论与实践有重要影响的假设关系提供了很好的支持。关键词：企业文化，组织绩效，财务绩效导论在过去十年中企业文化对组织整体的绩效有重要影响已成为公认的事实（锡尔和马丁，1990年显着影响;科特和赫斯克特，1992年）。或明示或暗示，它已被推定，企业文化会影响一个公司的整体财务表现。尽管有这一推定，但是很少有针对企业文化对财务绩效的影响的实证研究。不过这有一个例外，科特和赫斯克特（1992）对不同的公司进行了宏观层面上研究，比较了（先验）强势文化公司与弱势文化的样本公司（19