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文化整合是企业重组是否成功的关键。2008年5月,国家启动了新一轮电信体制改革,原来的六家电信运营商进行合并或收购,重组为三家综合运营商。从重组两年多来的实践看,运营企业普遍重视文化融合问题,将其纳入公司重组的总体计划,在推进资产、产品、组织、人员、流程整合的同时,实施了企业的文化整合,如统一公司战略、品牌形象、经营理念、服务标准、规章制度等,取得了一定效果,公司重组的协同效应初步显现。但不可否认,还存在“一手软一手硬”的问题,即相对物质技术的整合而言,文化整合比较薄弱,没有产生1+1>2的效果。主要表现在资源资产组合的规模效应尚未充分发挥,公司总体的经营业绩与其规模实力不相匹配,一些企业员工的精神状态欠佳,对公司的发展信心、归属感、认同感有所削弱(易普斯数据库,2010。转引自【通信企业管理】2011年1月号,张西超文);有的企业物质融合与文化融合相脱节,通常情况下相安无事,每逢企业改革发展的关键时刻和敏感问题,往往出现文化冲突。造成这些问题的原因是多方面的。从文化融合的基本路径分析,包括文化认知失误、整合模式不当、整合路径偏移、整合行为欠妥等,大多数整合问题产生的原因均可从这几点找到线索。笔者发现,文化整合问题相当程度上是由于对一些基本问题的认识和把握出现偏差所致,因此,对这些基本问题进行梳理和剖析是必要的。结果表明,文化整合需要注重五个方面,处理好五种基本关系。
Cultural integration is the key to the success of corporate restructuring. In May 2008, the state launched a new round of telecom system reform. The original six telecom operators merged or acquired and were reorganized into three integrated operators. From the practice of reorganization for more than two years, operators generally attach importance to the problem of cultural integration and integrate them into the overall plan of corporate reorganization. While implementing the integration of assets, products, organizations, personnel and processes, the enterprises have implemented cultural integration such as Uniform corporate strategy, brand image, business philosophy, service standards, rules and regulations, and achieved some results, the synergy effect of the initial reorganization of the company. However, it is undeniable that there is a problem of “one hand is soft and one hand hard”. That is to say, in terms of the integration of material technologies, the cultural integration is rather weak and there is no effect of 1 + 1> 2. Mainly reflected in the fact that the scale effect of resource asset portfolio has not yet been brought into full play. The overall business performance of the company does not match its scale and strength, and the mental health of some employees is not good, which has weakened the confidence, sense of belonging and identity of the company Pusi Database, 2010, cited from 【Communication Enterprise Management】 January 2011 issue, Zhang Xishengwen). Some enterprises are not compatible with cultural integration and cultural integration, and they usually do no harm. Every time a key moment for enterprise reform and development And sensitive issues, there are often cultural conflicts. The causes of these problems are manifold. From the analysis of the basic path of cultural integration, including cultural misunderstanding, improper integration mode, integration path deviation and improper integration behavior, most of the reasons for the integration problems can be found from these points. The author finds that the problem of cultural integration is due in large part to the deviation of understanding and grasping of some basic problems. Therefore, it is necessary to sort out and analyze these basic problems. The results show that cultural integration needs to focus on five aspects and handle well the five basic relationships.