企业文化是社会文化与组织治理实践相整合的产物，具有企业自身鲜明的特 点。良好的企业文化能够使员工产生对本职工作的使命感和自豪感，对企业的认 同感和归属感，把自己的感情、思想、行为与整个企业联系起来。这样企业就会 产生一种强大的向心力和凝聚力，使企业整体效应得到最大发挥。作为东北地区 较大的电力系统规划设计以及大型火力和风力发电厂、智能化变电所、超高压输 变电线路的设计单位，LNDL 设计院面对国家“新电改”所带来的机遇和挑战正在 努力探求增强自身竞争力的手段。通过优秀的企业文化提高 LNDL 设计院的核心竞 争力，将是电力行业今后发展的重要手段。 本文根据丹尼森企业文化建设模型，结合电力行业实际情况构建了电力企业 文化“十二度”测评模型，采用文献分析法、调查问卷法、访谈法等定性与定量 工具，结合国内外研究成果及 LNDL 设计院的发展历程、实际情况，针对 LNDL 设 计院企业文化建设进行研究。首先对企业文化相关理论和概念进行了梳理，丰富 本文的理论，为之后 LNDL 设计院的企业文化问题研究提供支撑。其次从企业文化 的结构即物质文化、行为文化、制度文化、精神文化为切入点，利用电力企业文 化“十二度”测评模型，对 LNDL 设计院的问题进行诊断，分析存在的问题及原因。 最后针对企业文化结构中不同方面的问题提出相应的解决方案。 关键词，企业文化；企业文化结构；“十二度”测评Abstract Enterprise culture is the product of the integration of social culture and organizational governance practice, which has its own distinct characteristics. Good enterprise culture enables employees to have a sense of mission and pride in their work, a sense of identity and belonging to the enterprise, and connect their feelings, thoughts and behaviors with the whole enterprise. In this way, the enterprise will generate a strong centripetal force and cohesive force, so that the overall effect of the enterprise is given full play. As a large power system planning and design unit in northeast China, as well as the design unit of large thermal and wind power plants, intelligent substations and ultra-high voltage transmission and transformation power lines, LNDL design institute is seeking for ways to enhance its competitiveness in the face of the opportunities and challenges brought by the national new power reform. To improve the core competitiveness of LNDL design institute through excellent enterprise culture will be an important means for the future development of the power industry. According to denison enterprise culture construction model, combined with the actual situation of the electric power to build the twelve-degree evaluation mode of electric power enterprise culture, using the method of literature, questionnaire method, interview method and so on in qualitative and quantitative tools, combined with domestic and foreign research results and the development of LNDL design institute, the actual situation, in view of the LNDL design institute to study the enterprise culture construction. Firstly, the theories and concepts related to corporate culture are sorted out, and the theories in this paper are enriched, providing support for the study on corporate culture of LNDL design institute. Secondly, based on the structure of enterprise culture, namely material culture, behavioral culture, institutional culture and spiritual culture, the twelve-degree evaluation model of power enterprise culture is used to diagnose the problems of LNDL design institute and analyze the existing problems and causes. At last, it puts forward corresponding solutions to the problems of different levels of enterprise culture.KEYWORDS，Enterprise culture；the structure of enterprise culture；the evaluation of 12 degrees目 录 第 1 章 绪论 ......................................................... 1 1.1 研究背景与意义 ............................................... 1 1.1.1 研究背景 ................................................ 1 1.1.2 研究意义 ................................................ 2 1.2 国内外研究成果 ............................................... 3 1.2.1 国外研究成果 ............................................ 3 1.2.2 国内研究成果 ............................................ 4 1.3 研究内容和研究方法 ........................................... 5 1.3.1 研究内容 ................................................ 5 1.3.2 研究方法 ................................................ 7 1.4 创新之处 ...................................................... 8 第 2 章 相关理论基础 ................................................. 9 2.1 企业文化的相关理论 ............................................ 9 2.1.1 企业文化的概念 .......................................... 9 2.1.2 企业文化的内容 .......................................... 9 2.2 企业文化建设的相关理论 ....................................... 13 2.2.1 企业文化建设的概念 ..................................... 13 2.2.2 企业文化建设的过程 ..................................... 14 2.2.3 企业文化建设的实质 ..................................... 14 2.3 需求层次理论 ................................................. 14 2.4 威廉大内的 Z 理论 ........................................... 15 2.5 丹尼森组织文化模型 ........................................... 15 第 3 章 LNDL 设计院企业文化建设现状 ................................. 18 3.1 LNDL 设计院概况 .............................................. 18 3.2 LNDL 设计院企业文化建设的基本情况 ............................ 20 3.2.1 物质文化方面 ........................................... 20 3.2.2 行为文化方面 ........................................... 21 3.2.3 制度文化方面 ........................................... 223.2.4 精神文化方面....................................... 22 3.3 LNDL 设计院企业文化建设的过程............................ 24 3.4 LNDL 设计院企业文化建设测评模型和调查问卷................ 24 3.4.1 LNDL 设计院企业文化建设测评模型简介................ 25 3.4.2 LNDL 设计院企业文化建设调查问卷情况............... 26 第 4 章 LNDL 设计院企业文化建设问题及原因 ............................ 33 4.1 LNDL 设计院企业文化建设存在的问题........................ 33 4.1.1 物质文化建设较落后............................. - 33 - 4.1.2 管理层的沟通行为有欠缺............................. 33 4.1.3 考核和晋升制度不科学............................... 36 4.1.4 以人为本的核心不突出............................... 36 4.2 LNDL 设计院企业文化建设问题产生原因...................... 35 4.2.1 环境和设施的更新不及时............................. 35 4.2.2 角色和背景的差异引发沟通障碍....................... 36 4.2.3 缺乏对企业考核和晋升制度的正确认识................. 36 4.2.4 对人本的核心理念挖掘不足........................... 36 第 5 章 LNDL 设计院企业文化建设的对策 ............................... 38 5.1 提升环境设施建设 ........................................ 38 5.1.1 建设好工作环境..................................... 38 5.1.2 定期维护和更新办公设施............................. 43 5.1.3 努力改善后勤设施................................... 42 5.2 改善影响沟通的要素 ...................................... 42 5.3 完善绩效考核和晋升制度 .................................. 43 5.3.1 完善绩效考核制度................................... 43 5.3.2 完善晋升制度....................................... 42 5.4 建立以人为本的核心理念 .................................. 43 结 论............................................................ 45