I 摘要 企业文化建设，是提高企业软实力，打造企业品牌的重要途径和手段。自改革 开放以来，在一波波的电力改革大潮中，电力施工企业作为改革的排头兵，率先摆 脱了对政府和上级的依赖，独立自主地走向市场，成为自负盈亏的市场主体，经过 20多年的风风雨雨，涌现出了一批竞争机制比较健全，企业制度比较先进的优秀企 业，成为全国同行业的弄潮儿或佼佼者。 山东电建二公司是一家具有60多年历史的电力施工企业，它的发展历程见证了 中国电力能源的发展，在全国50多家电力建设企业中具有典型性。在60多年的发 展历程中，该公司从单一的电力施工企业，转型升级、快速发展为多元化、多领域 的投资建筑类企业。并在此过程中，形成了独具特色的企业文化“冠军文化”。 但是近年来，伴随着电力供需日趋平衡，电力市场逐渐萎缩，以及恶性的市场 竞争等多种因素的影响，曾经创造过辉煌的电力施工企业，因历史的包袱过于沉重， 施工能力过剩而陷于困境，企业由原来的省内市场，转向省外市场、国际市场。如 何适应不同国家、不同地区的内外部环境，加强和优化企业文化建设，面临着一系 列的新情况、新问题。 本文将结合该公司实际，以丹尼森组织文化模型为理论基础，从企业文化的参 与性、一致性、适应性、使命四个纬度进行解剖，分析山东电建二公司企业文化建 设存在的问题，提出企业文化建设的优化路径、优化方案和优化措施，并有针对性 的制订全方位的实施保障措施，为进一步优化企业文化建设指明了方向，提供了方 法。 本文在对冠军文化进行深入研究的基础上，提出了如下优化措施： （1）系统构建企业文化体系。提出把冠军文化建设规划纳入公司“十三五”发 展规划，明确建设指导思想、目标任务和举措，层层分解建设任务；围绕山东电建 二公司主营业务在向核电、风电、太阳能发电等清洁、环保能源为主进行转变，并 实现国际化发展的方向，修正企业愿景目标，并根据新业务需要，及时更新企业文 化内涵。在视觉系统上，融入中国电建集团的企业文化系统，并体现自身特色。 （2）加强子文化建设。根据投资建设综合性电力工程企业的定位，培育服务文 化、和谐文化、安全文化、质量文化、责任文化等子文化系统，对外体现企业为工 程业主的服务意义和强大的履约能力，为业主方和社会奉献高品质的电力能源工程， 山东电建二公司冠军文化建设研究 II 扛起央企责任，服务经济社会发展。对内努力建设和谐企业，发挥冠军文化的引领 和凝聚作用，加强团队建设，提高管理水平。 （3）加强冠军文化的宣贯。包括实施四项中：一是实施价值观工程，引导职工 深入学习企业理理念，掌握核心价值观、企业经营理念、企业精神等，通过学习理 解和把握公司的愿景目标、管理要求、行为规范等，并用于指导自身行为。二是实 施行为工程，让每一名员工用正确的方式，做正确的事，引导每一名员工学习冠军， 争做冠军。三是实施凝聚力工程，坚持以人为本，实施亲情化管理，依靠职工办企 业，把职工的智慧和力量凝聚到公司的发展任务目标上来。四是实施企业形象工程， 加强企业外部形象建设，有计划、有体系地开展对外宣传和公关活动，对立公司在 国内和国际舞台上的良好形象，提高品牌的含金量。 本文还提出了五项优化冠军文化建设的保障措施，一是融入企业发展战略，二 是纳入企业管理体系，三是坚持推行人本理念，四是加强文化载体建设，五是完善 考核激励机制。 本文创新之处在于将山东电建二公司的发展历程划分为三个历史时期，并相应 的将冠军文化的建设划分为三个历史阶段，分别利用丹尼森组织文化模型进行分析， 提出了冠军文化存在的问题、优化改进的原则、路径和优化改进的措施，对电力施 工企业如何在企业转型中更好的发挥企业文化的功能和作用，提升企业的核心竞争 力，为企业改革发展注入新动能，提供了一定的借鉴意义。 关键词：山东电建二公司；冠军文化；模型构建；建设优化 Abstract I Abstract Enterprise culture development plays an important role in forging enterprise soft power and building its brand. In the wave of power reform, electric power construction enterprises, as the vanguard of reform, took the lead in getting rid of the dependence on the government, and independently embrace the market and then became the market main body of self-financing since the reform and opening up. A number of outstanding enterprises with comparatively sound competition mechanisms and advanced enterprise systems have emerged more than two decades, and they have become the tides or leaders of the same industry in the country. Shandong Electric Power Construction NO.2 Company is a power construction enterprise with a history of more than 60 years. It witnesses the development of China's electric power industry and can represent electric power among over 50 electric power construction enterprises across the country. In the course of more than 60 years of development, the company has transformed itself from a single power construction enterprise to a diversified and multi-disciplinary investment construction enterprise. The unique enterprise culture "championship culture" has been formed during its transformation. However, due to the increasingly balanced supply and demand of electricity, the gradual shrinking of the electricity market, and the vicious market competition and other factors in recent years, the power construction enterprises that have created brilliant projects have been overburdened by excessive burden of history and excessive construction capacity. The enterprises are forced to turn to the other provincial markets and the international market. Inevitably, electric power construction enterprises is facing a series of new situations and new problems featured by how to adapt to the internal and external environment of different countries and regions, how to strengthen and optimize the construction of enterprise culture. This paper will combine the actual situation of the enterprise and the Denison organization culture model as the theoretical basis and to unfold enterprise culture from four latitudes of participation, consistency, adaptability and mission to analyze the problems existing in the enterprise culture construction of SEPCO II so as to propose the way, plan and measures for optimization of enterprise culture and formulate all-round implementation safeguard measures in a targeted manner, which provides a direction for further optimizing the enterprise culture. 山东电建二公司冠军文化建设研究 II Based on an in-depth study of championship culture, this paper proposes the following optimization measures: (1) Forge enterprise culture systematically. It is proposed that the championship culture shall be incorporate into the enterprise's “13th Five-Year” development plan. In addition, the guiding ideology, objectives, tasks and measures shall be clarified and the construction tasks shall be decomposed at different levels; SEPCOII shall focus on the main business of clean and environmentally-friendly energy such as nuclear power, wind power, solar power generation, etc. and transform its enterprise aspiration to pursue international development. What is more, the enterprise culture shall be updated in a timely manner according to the needs of new business. In the visual system, it shall integrates into the enterprise culture system of Power China Construction Group and also combine its own characteristics. (2) Forge subculture construction. According to the positioning of investment in building a comprehensive electric power engineering enterprise, it should foster sub- culture systems such as service culture, harmonious culture, safety culture, quality culture, and accountability culture as so to represent the service awareness and excellent performance capability of the enterprise as the project general contractor. Under the cohesion of the championship culture, the enterprise shall dedicate itself to high-quality electric energy projects construction and bear the responsibility of central-owned enterprises in order to serve economic and social development and strives to build a harmonious enterprise, strong team and better management level. (3) Strengthen the publicity of the championship culture. There are four ways to implement. First, the publicity of value concept which can guide employees to have an in- depth study of enterprise philosophy, business philosophy, entrepreneurial spirit, etc., through learning to understand and grasp the company's vision goals, management requirements, behavioral norms, etc., to guide their own behavior. The second is to implement behavioral model so that each employee can do the right thing in the right way. By doing this, it guide each employee to learn the championship and compete for the champ