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在现代企业竞争中,竞争已从表面上的产品竞争转向更深层次的文化理念的竞争。可以说,企业文化已成为企业可持续发展的重要因素和推动力,成为企业核心竞争力的重要组成部分,而企业文化建设也必定脱离不了中国社会转型这个大背景的影响,企业文化建设必须与时俱进。结合通信行业实际,随着社会主义市场经济的发展和近十年来电信体制改革的深入,通信行业通过融合重组,从原来的“一家独大”发展到了现在的全业务竞争时代的“三足鼎立”。在这十年间,不论是业务、市场环境、竞争机制还是发展方向都发生了深刻变化,在重组过程中,每位员工对重组后的心理感受和期望的不同,使得员工思想活动的独立性、多样性、复杂性、差异性和敏感性有所增强,价值观念也呈现多样化趋势,因此,文化冲突是融合过程中不可回避的话题。据统计,在全球范围内,资产重组的成功率只有43%,而在那些失败的重组案例中,80%以上的直接或间接起因在于新公司的文化整合失败。因此,如何正确把握企业核心价值观主导与员工多样化追求的关系,解决人的思想认同、思想归属和行为自觉等问题;如何化解重组后形成的文化冲突,促进文化融合,是摆在企业管理者面前的重要课题。
In the modern enterprise competition, competition has shifted from the apparent product competition to a deeper cultural competition. It can be said that corporate culture has become an important factor in sustainable development and driving force to become an important part of the core competitiveness of enterprises, and corporate culture must also be inseparable from the background of China’s social transformation of the impact of corporate culture must be Advancing time. With the actual situation in the communications industry, with the development of the socialist market economy and the deepening of the telecommunication system reform in the past decade, the communications industry has evolved from the original one to the current era of full-service competition through integration and reorganization. Tripartite confrontation ". In the past ten years, profound changes have taken place in the business, market environment, competition mechanism and development direction. In the reorganization process, each employee’s psychological feeling and expectation after the reorganization make the employee’s independence of ideological activity, Diversity, complexity, diversity and sensitivity have increased, and values have also shown diversification. Therefore, cultural conflicts are an unavoidable topic in the integration process. Statistics show that the success rate of assets restructuring is only 43% globally, and in more than 80% of the failed restructuring cases, the direct or indirect cause is the failure of the new company’s cultural integration. Therefore, how to correctly grasp the relationship between the dominance of the enterprise’s core values and the diversified pursuit of employees, and to solve the problems of human’s ideological approval, ideological attribution and behavior awareness; how to resolve the cultural conflicts formed after the reorganization and promote the cultural integration is the key to the enterprise managers An important issue before us.