【作者】 胡晓静；

【导师】 田虹；

【作者基本信息】 吉林大学 ， 工商管理， 2007， 硕士

【摘要】 本文从当前烟草行业企业文化建设的实际情况出发,对延吉卷烟厂重组前企业文化建设的实践情况进行了分析,发现管理水平、制度建设、领导层、团队建设等因素是制约延吉卷烟厂企业文化建设发展的瓶颈,延吉卷烟厂的企业文化建设确实存在一定的问题;同时企业又面临中国烟草行业联合重组的浪潮冲击,企业重组后企业文化融合的问题又成为企业文化建设的当务之急。企业文化是企业的精神灵魂,企业文化跟不上企业体制改革的步伐,就将成为阻碍企业发展的绊脚石;企业文化适应企业体制变革,将会成为推动企业快速发展的最有利因素。这已是当前烟草行业的大势所趋,所以延吉卷烟厂的企业文化建设在自身还不是很成熟的情况下又面临着重组后企业文化融合的新问题,面对问题何去何从,也只有在尊重原有的企业文化的同时,诊断评估它的不足,取其糟粕取其精华,发掘其中的优秀企业文化因子,与重组的其他企业在文化融合方面求同存异、共同进步,适当引入一些适合企业发展的文化因子,两者结合形成一种推动企业发展的新的合力。本文针对延吉卷烟厂重组前后面临的企业文化文化建设与融合问题,在分析重组前延吉卷烟厂企业文化建设现状的基础上,提出了重组后企业文化融合的应对措施,并对其发展趋势进行了探讨。更多还原

【Abstract】 With the acceleration of economic globalization and the deepening of reform of Chinese tobacco enterprises, the Chinese tobacco enterprise, one of the big state-owned enterprises, is faced to the severe test. We can say that there is chance as well as challenge. The Chinese tobacco industry is a special one with concentrated capital and characters of the state monopoly and, it is experiencing acute market competition. Therefore it must focus on the world advanced technology and management and all means of introduction, absorption, usage and initiative creation and quickly develop and strengthen the tobacco industry and at the same time make great effort in the development of connotation. Its core is to create the enterprise culture to assure the enterprise culture, the product culture and the entrepreneur’s spirit to become an organic entity and let it carry out the force of the three, so thus take the tobacco industry march on the correct way of sustained development.During the period of the tenth 5-year plan the State Tobacco Exclusive Bureau put forward the demand of“to deepen reform, promote reorganization, walking to unity and common development”and the strategy of“grand brand, grant market and grand enterprise”. Yanji Tobacco Factory grasped the opportunity and adjusted the strategy and sped up development and put forward the general development strategy of“stressing the main industry, enhance quality and creativity, take the internal development as the main factor, reasonable outward expansion and increase competitiveness of the brand and the enterprise and make the Jilin tobacco industry a big and strange one”and according to this strategy accelerated unity and reorganization with certain aims. In this background the Jilin Tobacco Industry Co., Ltd. was established on December 1, 2006 with the approval of the State Tobacco Exclusive Bureau. In this process Yanji Tobacco Factory make active and useful probe in terms of management of unity, cultural mergence and combination of brands and at the same time met with some difficulties, the paper studies the mergence of the enterprise after unity and reorganization combing on the practical situation of the factory.This paper discusses the enterprise culture of Yanji Tobacco Factory in terms of the following aspects.PartⅠ. The paper briefly explains the concept of the enterprise culture and the characteristics of the culture of tobacco enterprise. The paper introduces the industry background of the enterprise unification and reorganization. The construction of the enterprise culture must be united with the practical situation of the enterprise reform and development. The construction of enterprise culture facing the market is a significant, difficult and complicated systematic project and we cannot regard the construction of the enterprise culture as a simple short-term marketing or superficially take it as mass cultural activity. The fundamental objective of the construction is to construct a system, which meets to the management concept, moral norms and stipulation of behavior needed by reform and development of Yanji Tobacco Factory. In the background of monopoly, facing to the market and increasing competition, it is necessary to plan and implement the construction strategy of the enterprise culture in an orderly way and step by step and a down-to-earth manner. It is a big plan for the enterprise’s long-term development.PartⅡ. It introduces the present situation of the factory’s culture and practice of culture of reorganization and analyzes the present problems and influential factors in the construction of the culture and studies the influence of management level. Construction of regulation and rules, leadership, construction of the leaven with the man as foundation on the enterprise culture and paints out the principle and keys of strengthening of construction of enterprise culture.PartⅢ. The paper elaborates the cultural mergence in the process of the factory’s unification and reorganization and it explains the significance of acceleration of cultural mergence of the enterprise and proves and principles and selection of modes, which the cultural mergence must follow after the factory’s reorganization. The difference of the enterprise cultures during the reorganization will inevitably cause various conflicts, such as conflicts in establishment of the image, brands, management modes, management concepts, view of value of both sides. Therefore in order to ensure the effects of the reorganization it is necessary to solve the conflicts and make these cultures of different enterprises a new culture in the means of combination, separation, increase, decrease, etc. and promote the speedier development of the enterprise.PartⅣ. It elaborates main way the policies and main measures for perfect improvement of enterprise culture of the factory. In accordance with the principal and selection of modes of the culture mergence after enterprise’s reorganization the paper proposes the policies of cultural mergence after reorganization and defines its measures so that after reorganization the factory may distinguish, compare and retain the good tradition of both sides by means of discarding the dross and selecting the essential in order to enhance the enterprise culture to reach the objection of strengthening the cohesion of enterprise, stimulate of creativity of the workers and staff and in enhancing the core competitiveness of Jilin tobacco industry.更多还原