我国民营企业文化建设问题研究.doc

本科生毕业论文（设计）册 我国民营企业文化建设问题研究毕业设计（论文）原创性声明和使用授权说明原创性声明本人郑重承诺：所呈交的毕业设计（论文），是我个人在指导教师的指导下进行的研究工作及取得的成果。尽我所知，除文中特别加以标注和致谢的地方外，不包含其他人或组织已经发表或公布过的研究成果，也不包含我为获得 及其它教育机构的学位或学历而使用过的材料。对本研究提供过帮助和做出过贡献的个人或集体，均已在文中作了明确的说明并表示了谢意。作 者 签 名： 日 期： 指导教师签名： 日期： 使用授权说明本人完全了解 大学关于收集、保存、使用毕业设计（论文）的规定，即：按照学校要求提交毕业设计（论文）的印刷本和电子版本；学校有权保存毕业设计（论文）的印刷本和电子版，并提供目录检索与阅览服务；学校可以采用影印、缩印、数字化或其它复制手段保存论文；在不以赢利为目的前提下，学校可以公布论文的部分或全部内容。作者签名： 日 期： 学位论文原创性声明本人郑重声明：所呈交的论文是本人在导师的指导下独立进行研究所取得的研究成果。除了文中特别加以标注引用的内容外，本论文不包含任何其他个人或集体已经发表或撰写的成果作品。对本文的研究做出重要贡献的个人和集体，均已在文中以明确方式标明。本人完全意识到本声明的法律后果由本人承担。作者签名： 日期： 年 月 日学位论文版权使用授权书本学位论文作者完全了解学校有关保留、使用学位论文的规定，同意学校保留并向国家有关部门或机构送交论文的复印件和电子版，允许论文被查阅和借阅。本人授权 大学可以将本学位论文的全部或部分内容编入有关数据库进行检索，可以采用影印、缩印或扫描等复制手段保存和汇编本学位论文。涉密论文按学校规定处理。作者签名：日期： 年 月 日导师签名： 日期： 年 月 日独 创 性 声 明本人郑重声明：所呈交的论文是我个人在导师指导下进行的研究工作及取得的研究成果。尽我所知，除了文中特别加以标注和致谢的地方外，论文中不包含其他人已经发表或撰写的研究成果，也不包含为获得河北师范大学或其他教育机构的学位或证书所使用过的材料。与我一同工作的同志对本研究所做的任何贡献均已在论文中作了明确的说明并表示了谢意。签名： 日期： 附件2：毕业论文（设计）任务书河北师范大学本科毕业论文（设计）任务书编 号： 论文（设计）题目： 我国民营企业文化建设问题研究 学 院： 专业： 班级： 学生姓名： 学号： 指导教师： 职称： 1、 论文（设计）研究目标及主要任务 目标：了解企业文化的概念，研究当前我国民营企业文化建设现状，发现其存在的问题及其原因，寻找解决其问题的方法。 主要任务：通过的对我国当前民营企业文化建设现状的研究，利用企业文化理论，解决当前民营企业文化建设的问题。2、 论文（设计）的主要内容 民营企业在过去的三十年里，从自身规模、产品质量、管理制度等各方面都取得了举世瞩目的成就，但也还存在许多的问题，出现了一些制约民营企业继续发展的瓶颈。本文试图从企业文化建设的角度来解读限制民营企业发展的“瓶颈”。由于受历史文化、经济转型以及企业构成人员素质低下等各种主客观原因的影响，我国民营企业文化建设还存在着重形式、轻内涵、缺乏个性、家族式管理盛行等一系列问题，严重阻碍了企业的可持续发展。本文针对我国民营企业文化建设存在的问题，提出了在经营理念和制度文化上对民营企业文化进行重新塑造，并给出具体运作方案。本文从整体上对我国民营企业文化建设进行了系统的分析论述，具有较强的针对性和操作性。3、 论文（设计）的基础条件及研究路线 基础条件：河北师范大学图书馆和中国知网的丰富资料，图书馆电子阅览室的期刊网，以及四年专业学习对该方面知识的掌握。本课题在理论方面以理论企业文化理论为基础，开展研究；以社会调查为基础，遵循规范研究与实证研究相结合、定性分析与定量分析相结合原则，采用实际调研、资料分析方法进行研究。4、 主要参考文献（1）王璞、武凌：企业文化咨询实务，中信出版社 2003年第一版.。（2）王春和：中国民营企业可持续发展研究，中国经济出版社 2007年第一版.。（3）刘迎秋、徐志祥：中国民营企业竞争力报告，社会科学文献出版社 2008年第一版.。（4）张德、潘文君：企业文化，清华大学出版社2007年第一版。 （5）张勤：民营企业管理实录,北京:民主与建设出版社，2001年第二版。（6）魏杰：企业前沿问题一一现代企业管理方案，北京:中国发展出版社，2001年第一版.5、 计划进度阶段起止日期1根据选题搜集资料，拟定提纲，完成开题2009.11.262010.3.182撰写论文，提交正文、中英文摘要、文献综述、英文文献及中文译文2010.3.192010.5.83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： 年 月 日教研室主任： 年 月 日注：一式三份，学院（系）、指导教师、学生各一份附件3：毕业论文（设计）开题报告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:implications 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 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 deals 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 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 relationship (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 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 Martin, 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 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 effects 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 the 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 culture 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 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 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). Specifically, 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 being 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 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 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.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 relatively 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 said 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 (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 organizational 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 between 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 company 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 culture 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. To 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 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 customers 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 exceed 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 industry. 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 with 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 bes