本文選題：GS + 集團(tuán)　； 參考：《山東財(cái)經(jīng)大學(xué)》2015年碩士論文

【摘要】：GS集團(tuán)自2001年成立以來,一直快速成長,逐漸從一個(gè)只有單一產(chǎn)業(yè)的企業(yè)發(fā)展為一個(gè)集高速公路、鐵路、港口、物流、地產(chǎn)、金融、建材、信息傳媒等八大產(chǎn)業(yè)板塊為一體的特大型國有企業(yè)集團(tuán)。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(tuán)的前進(jìn)步伐。當(dāng)前,全球乃至國內(nèi)宏觀環(huán)境都瞬息萬變,GS集團(tuán)也在努力嘗試產(chǎn)業(yè)的轉(zhuǎn)型與升級,本文正是基于這樣一個(gè)背景,探討了該集團(tuán)的企業(yè)文化怎樣才能更好地迎合這種變化。本文總結(jié)了該領(lǐng)域已有的理論和實(shí)踐,綜合運(yùn)用多種方法,包括文獻(xiàn)分析、訪談、調(diào)研等,先回顧了GS集團(tuán)的成長經(jīng)歷,分析了其當(dāng)前的文化建設(shè)與其中暴露出來的各種不足,探究了它們的產(chǎn)生原因,據(jù)此對其建設(shè)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(jìn)思路、原則、目標(biāo)等,同時(shí)也提出了幾點(diǎn)建議,篇末本文也探討了一些適合該集團(tuán)的保障措施,以確保優(yōu)化后的方案能獲得妥善落實(shí)。經(jīng)分析,GS集團(tuán)的“暢和文化”在一定程度上對企業(yè)生產(chǎn)經(jīng)營起到了積極的促進(jìn)作用。為適應(yīng)企業(yè)新的發(fā)展形勢,GS集團(tuán)的工作重點(diǎn)有必要從過去的建設(shè)文化轉(zhuǎn)變?yōu)槲幕芾?以人為本,結(jié)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(yáng)企業(yè)家風(fēng)貌,針對企業(yè)文化深入健全其評價(jià)體系。本文旨在通過研究幫助GS集團(tuán)找出一套能夠有效改進(jìn)并落實(shí)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(tuán)成功實(shí)現(xiàn)戰(zhàn)略轉(zhuǎn)型升級,助推GS集團(tuán)順利躋身世界500強(qiáng)。
[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(xué)位授予單位】：山東財(cái)經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F270

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本文編號：2110707