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企业文化是在企业发展过程中逐步形成的,组织成员普遍接受的价值观念和行为准则,它的独特性成为企业赖以生存的组织精神,并为企业创造价值,形成竞争能力。随着企业的不断成功,这种企业文化就形成了越来越强的刚性特征,不仅排斥外来文化的入侵,也抵制企业内部组织、人员,甚至设备流程等方面的改变,在组织的各种运营过程中形成巨大成本,甚至造成变革的失败。这是企业成长过程中的一种路径依赖现象。一方面它使企业具有独特的能力,另一方面又阻碍着企业的各种变革。对于企业并购或合并后的文化整合,以及组织变革后企业文化的重塑,要根据不同的企业文化刚性特征,采取不同的整合方案。对于新建企业,或者处于成长阶段的企业,可采取直接整体整合(或重构)的方法;对于企业文化刚性特征较强的企业,可采用分层次的文化整合(或重构)方式;以培训、学习作为塑造新的企业文化的重要手段。
Corporate culture is gradually formed in the process of enterprise development, the organization members generally accepted the values and codes of conduct, its uniqueness as the organizational spirit of survival of enterprises, and create value for the enterprise, the formation of competitive power. With the continuous success of the enterprise, this kind of corporate culture has become more and more rigid. It not only excludes the infiltration of foreign cultures, but also resists the changes in the internal organization, personnel and even equipment flow in the enterprise. The operation of the formation of huge costs, and even caused the failure of change. This is a path-dependent phenomenon in the growth of an enterprise. On the one hand, it gives the company a unique ability, on the other hand, it hinder the various changes in the enterprise. For the merger or merger of enterprises after the cultural integration, as well as organizational restructuring after the remodeling of corporate culture, according to different rigid characteristics of corporate culture, take a different approach to integration. For newly established enterprises or those in growing stages, direct holistic integration (or reconstruction) can be adopted; for enterprises with strong corporate culture rigidities, hierarchical cultural integration (or reconstruction) can be adopted; and training , Learning as an important means of shaping a new corporate culture.