Research On Scheme Improvement Of S Group Corporate Culture Landing Plan

Corporate culture is an important part of the core competitiveness of enterprises.The construction of advanced enterprise culture is a strategic measure for state-owned enterprises to improve management level,enhance the cohesion of all staff and build core competitiveness.It is also an urgent need to deepen the reform of state-owned enterprises and promote high-quality development.Corporate culture is not a "castle in the air".Only when it is truly implemented and transformed into enterprise management philosophy,management behavior and consensus of all staff,can it give full play to its role and provide spiritual support for state-owned enterprises to become stronger,better and bigger.This paper takes s group,a large state-owned energy and chemical enterprise in China,as the research object,and takes the problems and solutions in the implementation process of corporate culture as the research content,so as to provide feasible practical improvement measures for the implementation of corporate culture of s group.In this study,based on the theory of four layer structure of domestic popular cultural elements,this paper proposes to divide the four levels of material culture,behavior culture,system culture and spiritual culture into seven dimensions and 20 questions,and designs a questionnaire reflecting the actual situation of S Group’s corporate culture implementation.The main content of the questionnaire was designed with 5-level Likert scale.In the survey,the questionnaire design was tested to ensure the reliability and validity of the overall questionnaire.The questionnaire was sent through the We Chat official account and anonymously filled out the group and its subsidiaries from the grassroots workers to the top managers.A total of 1200 questionnaires were distributed,and 1040 copies were effectively returned,which was 86.67% effective.At the same time,the interview outline is designed to interview the relevant personnel of s group and its subordinate secondary subsidiaries.The following conclusions are drawn: in terms of the implementation of material culture construction in s group,the implementation of green production culture needs to be strengthened,and the implementation of safety production culture is not in place;in terms of behavior culture,there are problems that employees’ work pressure is high and their interests can not be effectively protected,resulting in the behavior culture can not be effectively reflected from employees,and employees participate in the implementation of corporate culture In the aspect of system culture,s group lacks the fine management mechanism and supervision and evaluation mechanism for the implementation of corporate culture;in the aspect of spiritual culture,there are some problems such as the imbalance of core culture cultivation and the need to improve the group’s overall cultural integration.In view of the above problems,this paper puts forward improvement strategies.Firstly,in terms of material culture,it is necessary to strengthen the implementation of green production culture and promote the implementation of safety culture;in terms of behavior culture,it is necessary to cultivate the sustainable development behavior culture of the group and promote the participation of employees in the implementation of enterprise culture;in terms of system culture,it is necessary to establish and improve the supervision and evaluation mechanism and fine management In the aspect of spiritual culture,it is necessary to strengthen the cultivation of the core concept of group culture and the integration of the whole group culture.Finally,the implementation of S Group’s corporate culture should be guaranteed from the aspects of ideology,organization,funds and assessment,and the behaviors of complacency,taking doctrine and casting nets all over the sky should be avoided...