I 中文摘要 企业本质上是一个生命体、能量体，企业家最重要的职责就是为企业 注魂赋能，因为能量可以转化为物质，而企业文化作为企业的灵魂和核心， 是企业深层次发展壮大的动能，是企业具体行为的指引明灯，无论在国家 层面还是企业层面，文化的建设发展与治理提升都属于顶层治理范畴。特 别是在今天这个充满挑战性和机遇性的市场经济新时代，我们比以往任何 时候都更需要文化的力量来指引并支撑企业优化转型和组织变革。一旦找 到开启符合企业自身发展的文化构建模式密匙，企业将被注入巨大的文化 力量，强力推动转型和变革走向成功。 LY公司自成立以来，经历了三个阶段的的发展，从初创到发展壮大 再到快速推进，每个阶段都有自己的特色。虽然LY公司及时对企业文化 进行了一定程度的调整，但是问题不断，长此以往，必将严重影响公司的 可持续性发展。本文以LY公司为研究对象，首先通过问卷调查法获取一 手基础数据，进而通过访谈法着重了解存疑之处，深入分析企业文化四层 次。研究发现，企业整体文化认知不足，具体表现在员工对公司企业文化 的理解差强人意、员工尚未深刻理解企业文化建设的意义；精神文化作用 较弱，具体表现在精神文化建设缺乏长远规划、重宣传轻实践、组织保障 缺失；制度文化科学性较低，具体表现在绩效体系设置不够科学、培训体 系设置不够科学；行为文化存在偏离，具体表现在企业文化活动参与机会 不平等、领导风格有违成就员工原则、同事之间合作性有限、正面典型榜 样的缺失企业文化活动浮于表面；物质文化运用不到位，具体表现在休闲 场所设置不够合理、着装的文化特性发挥不到位。故在此基础上提出了针 对性的优化措施，包括变高层领导重视为企业全员重视；重振企业精神文 化作用，具体包括以长远的眼光进行精神文化规划、保证精神文化内容落 地实施、构建精神文化建设组织保障；不断改进企业制度文化，具体包括 在绩效体系中增加对文化要素的运用、培训各环节遵从企业文化要求；用 企业行为文化约束各级行为，具体包括活动设置应考虑员工实际情况、变 指令型领导风格为多样性领导风格、打造融洽的工作氛围、树立公司标杆 人物、企业活动与企业文化的深入融合；充分发挥物质文化的作用，具体 包括合理设置休闲场所设施、在着装中融入企业文化要素。优化措施实施 过程中可能会受到各类因素的干扰，因此，为了保证优化的效果，本文亦 提出了三大落地策略，具体包括企业文化的解冻、变革和冻结，五大保障 中文摘要 II 措施，具体包括思想保障、组织保障、制度保障、物质保障和人力保障。 希望通过问题的分析及对策的提出，可以帮助LY公司企业文化进行优化， 更好地为公司发展服务，同时也可以为其他同类型公司企业文化建设提供 一定的参考与借鉴。 关键词：企业文化建设；企业文化四层次；文化建设方案；医药 Abstract III Abstract Enterprise is essentially a living organisms, the energy body, most important duty is to note for the enterprise spirit of the entrepreneur can assign, because energy can be converted into material, and the enterprise culture as the core and soul of the enterprise, is the enterprise of the development of deep kinetic energy, is the enterprise behavior guidance beacon, both at the national level and enterprise level, promoting cultural construction development and management of all belong to the category of the top management. Especially in today's uncertain era of great change, we need the power of culture more than ever to support the transformation and upgrading of enterprises and organizational change. Once the key to open the future enterprise culture construction mode is found, the enterprise will be injected with huge cultural power, and strongly promote the transformation and reform to success. LY has experienced three stages of development, from start-up to development and then to rapid promotion, each stage has its own characteristics. Although LY company timely adjusted the corporate culture to a certain extent, problems continue, in the long run, it will seriously affect the sustainable development of the company.This article takes LY company as the research object, first of all, the first-hand basic data were obtained through questionnaire survey, and then the doubtful points were mainly understood through interview, and deeply analyzes the four levels of corporate culture. The study found that the overall corporate culture cognition is insufficient, which is reflected in the employees' poor understanding of corporate culture, and the employees' lack of deep understanding of the significance of corporate culture construction; the weak role of spiritual culture, which is reflected in the lack of long-term planning, emphasis on publicity over practice, and lack of organizational guarantee; Continuous improvement of corporate institutional culture, including increasing the use of cultural orientation in the performance system, training all aspects to comply with the requirements of corporate culture. There are some deviations in behavior culture, such as unequal opportunities to participate in corporate cultural activities, leadership style against the principle of achieving employees, limited cooperation among colleagues, lack of positive typical examples, corporate cultural activities floating on the surface, and inadequate use of material culture, which are reflected in the unreasonable setting of leisure places and lack of material culture Incentives need to be increased. Therefore, on this basis, the paper Abstract IV puts forward targeted optimization and promotion measures, including changing the attention of senior leaders to the attention of all employees of the enterprise; revitalizing the role of corporate spiritual culture, specifically including long-term spiritual culture planning, ensuring the implementation of spiritual culture content, constructing the organizational guarantee of spiritual culture construction; continuously improving corporate institutional culture, specifically including scientific and perfect performance management It is necessary to establish a scientific training system, restrict all levels of behavior with corporate behavior culture, including considering the actual situation of employees, changing the command leadership style into a diversified leadership style, creating a harmonious working atmosphere, establishing a company benchmark, deeply integrating corporate activities and corporate culture, and giving full play to the role of material culture, including reasonable setting of leadership style Leisure facilities, integrating the elements of corporate culture into dress. The implementation of optimization and improvement measures may be disturbed by various factors, in order to ensure the effective implementation of the improvement measures, this paper also puts forward three landing strategies, including unfreezing, changing and freezing corporate culture, and five safeguard measures, including ideological safeguard, organizational safeguard, institutional safeguard, material safeguard and manpower safeguard. Through the analysis of the problems and the proposal of countermeasures, it can help LY's corporate culture to optimize and improve, and to better serve the company's development. At the same time, it can also provide a certain reference and reference for the corporate culture construction of other companies of the same type. Key Words:Corporate Culture Construction; Four Levels of Corporate Culture; Cultural construction optimization plan；medicine 目录 V 目录 第一章 绪论 ............... 1 第一节 研究背景与意义 ............ 1 一、 研究背景 ............................ 1 二、 研究意义 ............................ 2 第二节 研究方法 .................. 2 一、 文献研究法 .......................... 2 二、 问卷调查法 .......................... 2 三、 访谈法 .............................. 3 四、 案例分析法 .......................... 3 第三节 研究框架与内容 ............ 3 一、 研究框架 ............................ 3 二、 研究内容 ............................ 5 第四节 研究创新点 ................ 5 第二章 相关研究综述 ....... 7 第一节 相关概念与基本理论 ........ 7 一、 企业文化 ............................ 7 二、 企业文化的结构 ...................... 8 第二节 研究综述 .................. 9 一、 企业文化对企业发展的影响 ............. 9 二、 企业文化建设研究 ................... 10 三、 医药行业企业文化建设研究 ............ 11 第三节 文献述评 ................. 12 第三章 LY公司企业文化建设现状 ........................... 14 第一节 LY公司