本文選題：建筑企業(yè) + 企業(yè)管理　； 參考：《華南理工大學》2014年碩士論文

【摘要】：企業(yè)文化不僅是企業(yè)的靈魂，更是企業(yè)重要的核心競爭力。建筑企業(yè)一般是勞動密集型企業(yè)，其施工地點的不固定性，工程項目的分散性，工作環(huán)境嚴重的地方制約性，產品的唯一性以及產品影響的深遠性等等因素決定了其企業(yè)文化的建設也有別于其它企業(yè)。 E航務工程公司（本文簡稱“E公司”）是中國典型的大型建筑企業(yè)，自2003年公司著手構建企業(yè)文化以來，取得了良好的成績。但是隨著全球經濟一體化中企業(yè)的跨國進程、當前的全球經濟危機的沖擊、新時代（90年代）員工的價值觀沖突、老員工的退休引發(fā)的新老更替壓力、企業(yè)規(guī)模的膨脹等因素給E公司的企業(yè)管理工作帶來了巨大的挑戰(zhàn)。而今，更是我國企業(yè)轉型升級的關鍵時期，面對當前嚴峻的形勢，E公司與其它中國的建筑企業(yè)一樣，倍感戰(zhàn)術乏力，其怎樣通過企業(yè)文化的手段來改變現(xiàn)狀有著重要的研究意義。 通過研究，本文總結出當前E公司企業(yè)文化建設分為四個階段，其企業(yè)文化建設取得很好的成效，其文化建設也有許多亮點，如有效實現(xiàn)公司形象標識的標準化和四標管理體系的統(tǒng)一、通過文化活動有效調動員工的積極性、“知行”項目的建設、“敏行”項目的實施、打造“全國模范職工之家”、以及傳播渠道多樣化，大力推到企業(yè)文化的發(fā)展等。E公司企業(yè)文化建設的不足主要表現(xiàn)在文化體系不完善、項目文化的建設是薄弱環(huán)節(jié)、公司用人還存在“關系”和有關制度落實不到位等等。本文通過研究E公司企業(yè)文化建設的現(xiàn)狀與不足，分析其發(fā)展戰(zhàn)略調整和國際化環(huán)境中的建筑項目管理對企業(yè)文化建設的影響，總結了E公司企業(yè)文化建設主要存在的問題：（1）企業(yè)文化體系不完善；（2）跨文化管理水平低下；（3）項目部是企業(yè)文化建設的薄弱環(huán)節(jié)等等，并為E公司企業(yè)文化建設的提出建議：完善企業(yè)文化體系（從文化框架、考核機制、創(chuàng)新機制三方面）、提高跨文化管理水平以及深入推進項目部文化建設。
[Abstract]:Corporate culture is not only the soul of enterprises, but also the core competitiveness of enterprises. Generally speaking, construction enterprises are labor-intensive enterprises. Their construction sites are not fixed, the projects are dispersed, and the working environment is severely restricted. The uniqueness of the product and the far-reaching influence of the product determine that the construction of its corporate culture is different from that of other enterprises. E Aviation Engineering Company ("E Company") is a typical large construction enterprise in China. Since 2003, the company began to build corporate culture, has achieved good results. However, with the transnational process of enterprises in the process of global economic integration, the impact of the current global economic crisis, the conflict of employees' values in the new era (1990s), the pressure of new and old turnover caused by the retirement of old employees, The expansion of enterprise scale and other factors have brought great challenges to the enterprise management of E Company. Now, it is a crucial period for the transformation and upgrading of Chinese enterprises. In the face of the current severe situation, like other construction enterprises in China, the company feels extremely weak in tactics. How to change the status quo by means of corporate culture is of great significance. Through the research, this paper concludes that the enterprise culture construction of E Company is divided into four stages, and its corporate culture construction has achieved good results, and its cultural construction has many bright spots. Such as effectively realizing the standardization of company image identification and the unification of the four standards management system, effectively arousing the enthusiasm of the staff through cultural activities, constructing the "knowledge and action" project, implementing the "Minxing" project, and creating the "National Model Workers' Home". As well as the diversification of communication channels, vigorously push to the development of corporate culture, etc., the lack of corporate culture construction of E company is mainly manifested in the imperfect cultural system, and the construction of project culture is a weak link. The company also has a "relationship" and the implementation of the system is not in place and so on. This paper analyzes the influence of the adjustment of development strategy and the construction project management in the international environment on the enterprise culture construction by studying the present situation and deficiency of the enterprise culture construction of E Company. The main problems in the enterprise culture construction of E Company are summarized: (1) imperfect corporate culture system; (2) low level of cross-cultural management; (3) Project department is the weak link of enterprise culture construction, and so on. It also puts forward some suggestions for the construction of enterprise culture in E Company: perfecting the enterprise culture system (from three aspects of cultural frame, examination mechanism and innovation mechanism), raising the level of cross-cultural management and advancing the cultural construction of the project department in depth.
【學位授予單位】：華南理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F270;F426.92

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本文編號：2097074