論地質(zhì)國(guó)企二次創(chuàng)業(yè)中的文化阻抗及其對(duì)策
發(fā)布時(shí)間：2018-08-11 18:11
【摘要】：國(guó)有地勘單位在屬地化管理之后,其經(jīng)營(yíng)和管理面臨著巨大的挑戰(zhàn),不得不經(jīng)歷“二次創(chuàng)業(yè)”。四川省煤田地質(zhì)局“二次創(chuàng)業(yè)”與前次創(chuàng)業(yè)有所不同,其所在的行業(yè)正逐步向傳統(tǒng)行業(yè)高新技術(shù)應(yīng)用領(lǐng)域轉(zhuǎn)型。新的歷史時(shí)期,要求地勘單位組織的價(jià)值取向同國(guó)家的主張、全球經(jīng)濟(jì)一體化相一致,這給地勘行業(yè)企業(yè)文化建設(shè)帶來(lái)了新的挑戰(zhàn)。一方面,其體制光環(huán)吸引高學(xué)歷者加入二次創(chuàng)業(yè)的隊(duì)伍,但另一方面,相當(dāng)部分員工低耐勞又稱(chēng)為了二次創(chuàng)業(yè)中的文化阻抗所在。行業(yè)內(nèi)部的較嚴(yán)重的‘以包代管’,客觀上又略去了“管人”的職責(zé),放任了文化阻抗,造成“缺人-招人-走人—缺人”的職業(yè)圍城惡性循環(huán)現(xiàn)象。另外相當(dāng)長(zhǎng)一段時(shí)間端著計(jì)劃經(jīng)濟(jì)“鐵飯碗”的老員工得過(guò)且過(guò)、不思進(jìn)取恐懼改變的消極怠工或多或少對(duì)新入職員工的不良影響也對(duì)企業(yè)核心價(jià)值觀和員工的行為偏離產(chǎn)生了助力。 本文以四川省煤田地質(zhì)局M隊(duì)為例,將社會(huì)文化阻抗原理,結(jié)合轉(zhuǎn)變經(jīng)濟(jì)增長(zhǎng)方式的現(xiàn)實(shí)背景,引入企業(yè)文化研究,分析地質(zhì)國(guó)企二次創(chuàng)業(yè)價(jià)值主張?jiān)庥鰞?nèi)部員工、群體的抵觸的經(jīng)濟(jì)、文化根源,進(jìn)一步指出企業(yè)文化阻抗直接掣肘企業(yè)人才資本收益和利用,是妨礙地質(zhì)事業(yè)發(fā)展的深層次原因,并針對(duì)性的提出一系列解決措施。首先著力介紹企業(yè)文化創(chuàng)新是企業(yè)二次創(chuàng)業(yè)的核心,其次闡述四川省煤田地質(zhì)局二次創(chuàng)業(yè)文化阻抗形成的原因及主要表現(xiàn)形式,最后結(jié)合筆者工作實(shí)際,運(yùn)用人力資源管理相關(guān)理論,提出了地質(zhì)國(guó)企二次創(chuàng)業(yè)中產(chǎn)生的文化阻抗問(wèn)題的建設(shè)性解決措施,以期為加強(qiáng)地質(zhì)事業(yè)人才隊(duì)伍建設(shè),地質(zhì)國(guó)企人力資源發(fā)揮利用,企業(yè)管理提升品位等方面,提供組織職業(yè)生涯管理和企業(yè)人力資本收益、利用方面的參考。
[Abstract]:After localized management, state-owned geological prospecting units are faced with great challenges and have to go through "second pioneering". Sichuan Coalfield Geology Bureau is different from the previous one in that its industry is gradually transforming to the application field of high and new technology in traditional industry. In the new historical period, the value orientation of the organization of geological prospecting units is consistent with that of the country and the integration of global economy, which brings new challenges to the construction of enterprise culture in geological prospecting industry. On the one hand, its system halo attracts highly educated people to join the team of secondary entrepreneurs, but on the other hand, a large number of employees have low resistance to labor, which is also called the cultural resistance in secondary entrepreneurship. The more serious "taking care of people" objectively omits the duty of "managing people" and indulges the cultural resistance, resulting in the vicious circle of "lack of people-recruit people-leave people-lack of people". In addition, for quite a long time, the old employees of the planned economy "iron rice bowl" muddled along. The negative effects of unmotivated fear of change more or less on new employees also contribute to the core values and deviations of employees' behavior. Taking the M team of Sichuan Coal Field Geological Bureau as an example, combining the principle of social and cultural impedance with the realistic background of changing the mode of economic growth and introducing the research of enterprise culture, this paper analyzes that the value proposition of the second pioneering enterprise of the geological state-owned enterprise encounters the internal staff. The economic and cultural root of group resistance further points out that the direct restriction of enterprise cultural resistance to the return and utilization of enterprise talent capital is the deep-seated reason that hinders the development of geological cause and puts forward a series of measures to solve the problem. First of all, it introduces that the innovation of enterprise culture is the core of the second venture of the enterprise, and then expounds the reasons and main forms of the cultural impedance of the second venture in Sichuan Coal Field Geological Bureau, and finally combines with the author's actual work. Based on the theory of human resource management, this paper puts forward some constructive solutions to the problem of cultural impedance arising from the second pioneering of geological state-owned enterprises, in order to strengthen the construction of qualified personnel in geological enterprises and make full use of human resources in geological state-owned enterprises. To improve the quality of enterprise management, to provide organizational career management and corporate human capital income, the use of reference.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F426.1;F272;F270
本文編號(hào)：2177819
[Abstract]:After localized management, state-owned geological prospecting units are faced with great challenges and have to go through "second pioneering". Sichuan Coalfield Geology Bureau is different from the previous one in that its industry is gradually transforming to the application field of high and new technology in traditional industry. In the new historical period, the value orientation of the organization of geological prospecting units is consistent with that of the country and the integration of global economy, which brings new challenges to the construction of enterprise culture in geological prospecting industry. On the one hand, its system halo attracts highly educated people to join the team of secondary entrepreneurs, but on the other hand, a large number of employees have low resistance to labor, which is also called the cultural resistance in secondary entrepreneurship. The more serious "taking care of people" objectively omits the duty of "managing people" and indulges the cultural resistance, resulting in the vicious circle of "lack of people-recruit people-leave people-lack of people". In addition, for quite a long time, the old employees of the planned economy "iron rice bowl" muddled along. The negative effects of unmotivated fear of change more or less on new employees also contribute to the core values and deviations of employees' behavior. Taking the M team of Sichuan Coal Field Geological Bureau as an example, combining the principle of social and cultural impedance with the realistic background of changing the mode of economic growth and introducing the research of enterprise culture, this paper analyzes that the value proposition of the second pioneering enterprise of the geological state-owned enterprise encounters the internal staff. The economic and cultural root of group resistance further points out that the direct restriction of enterprise cultural resistance to the return and utilization of enterprise talent capital is the deep-seated reason that hinders the development of geological cause and puts forward a series of measures to solve the problem. First of all, it introduces that the innovation of enterprise culture is the core of the second venture of the enterprise, and then expounds the reasons and main forms of the cultural impedance of the second venture in Sichuan Coal Field Geological Bureau, and finally combines with the author's actual work. Based on the theory of human resource management, this paper puts forward some constructive solutions to the problem of cultural impedance arising from the second pioneering of geological state-owned enterprises, in order to strengthen the construction of qualified personnel in geological enterprises and make full use of human resources in geological state-owned enterprises. To improve the quality of enterprise management, to provide organizational career management and corporate human capital income, the use of reference.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F426.1;F272;F270
【相似文獻(xiàn)】
相關(guān)碩士學(xué)位論文 前2條
1 梁爽;論地質(zhì)國(guó)企二次創(chuàng)業(yè)中的文化阻抗及其對(duì)策[D];西南交通大學(xué);2013年
2 董琳;從韋努蒂的理論視角研究《古文小品譯英》[D];天津科技大學(xué);2012年
，本文編號(hào)：2177819
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