發(fā)布時間：2018-07-09 21:24

  本文選題：GS + 集團��； 參考：《山東財經(jīng)大學》2015年碩士論文

【摘要】：GS集團自2001年成立以來,一直快速成長,逐漸從一個只有單一產業(yè)的企業(yè)發(fā)展為一個集高速公路、鐵路、港口、物流、地產、金融、建材、信息傳媒等八大產業(yè)板塊為一體的特大型國有企業(yè)集團。一路發(fā)展至今,作為企業(yè)文化的“暢和文化”始終有力地支撐著GS集團的前進步伐。當前,全球乃至國內宏觀環(huán)境都瞬息萬變,GS集團也在努力嘗試產業(yè)的轉型與升級,本文正是基于這樣一個背景,探討了該集團的企業(yè)文化怎樣才能更好地迎合這種變化。本文總結了該領域已有的理論和實踐,綜合運用多種方法,包括文獻分析、訪談、調研等,先回顧了GS集團的成長經(jīng)歷,分析了其當前的文化建設與其中暴露出來的各種不足,探究了它們的產生原因,據(jù)此對其建設企業(yè)文化的現(xiàn)有方案加以了優(yōu)化和完善,涉及具體的改進思路、原則、目標等,同時也提出了幾點建議,篇末本文也探討了一些適合該集團的保障措施,以確保優(yōu)化后的方案能獲得妥善落實。經(jīng)分析,GS集團的“暢和文化”在一定程度上對企業(yè)生產經(jīng)營起到了積極的促進作用。為適應企業(yè)新的發(fā)展形勢,GS集團的工作重點有必要從過去的建設文化轉變?yōu)槲幕�管�?以人為本,結合我國的傳統(tǒng)文化來發(fā)掘自身地域優(yōu)勢,突出“暢和”特色,樹立企業(yè)形象,加大創(chuàng)新力度,發(fā)揚企業(yè)家風貌,針對企業(yè)文化深入健全其評價體系。本文旨在通過研究幫助GS集團找出一套能夠有效改進并落實其企業(yè)文化的方案,從而為其更好更快地發(fā)展注入新動力,推動集團成功實現(xiàn)戰(zhàn)略轉型升級,助推GS集團順利躋身世界500強。
[Abstract]:Since its establishment in 2001, GS Group has been growing rapidly, gradually from a single-industry enterprise to a collection of highways, railways, ports, logistics, real estate, finance, building materials, Information media and other eight industries as one of the super-large state-owned enterprise groups. All the way up to now, as the corporate culture of "unobstructed and culture" has always been a strong support for the GS Group's pace of progress. At present, the global and even domestic macro environment is changing rapidly. GS Group is trying hard to try the transformation and upgrading of the industry. This paper discusses how the corporate culture of the Group can better cater to this change based on such a background. This paper summarizes the existing theory and practice in this field, synthetically applies many methods, including literature analysis, interview, investigation and so on, first reviews the growth experience of GS Group, and analyzes its current cultural construction and various deficiencies exposed therein. This paper probes into the reasons for their emergence, then optimizes and consummates their existing plans for building corporate culture, including concrete improvement ideas, principles, objectives, and so on, and puts forward some suggestions. At the end of this paper, some safeguards suitable for the group are also discussed to ensure that the optimized scheme can be properly implemented. This paper analyzes the "Changhe Culture" of GS Group, which plays a positive role in promoting the production and management of enterprises to a certain extent. In order to adapt to the new development situation of the enterprise, it is necessary for GS Group to change its work emphasis from the past construction culture to the cultural management, putting people first, combining the traditional culture of our country to explore its own regional advantages, highlighting the characteristics of "unobstructed and". Set up enterprise image, strengthen innovation, carry forward entrepreneur style, and perfect its evaluation system in view of enterprise culture. The purpose of this paper is to help GS Group to find out a set of programs that can effectively improve and implement its corporate culture, so as to inject new impetus into its better and faster development, and promote the Group to successfully realize strategic transformation and upgrading. Push GS group smoothly into the top 500 of the world.
【學位授予單位】：山東財經(jīng)大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F270

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本文編號：2110707