A Study On The Synergistic Effect Of Corporate Culture Reconstruction In SN Group Co., Ltd

Since the merger of enterprises in 2011, SN Group CO. LTD has actively imported the culture of "Transcendence" into the company inside, in accordance with the principle of "The implementation of classification, move forward by modularization, from easy to difficult, import step by step, gradual improvement and pay attention to actual effect". In those similar mergers of enterprises, cultural integration is the milestone in the path of the construction of enterprise culture and the cornerstone of collaborative development among group members. But so far, because of the regional and cultural differences, each subordinate unit is still in a loose state in ideology. In addition, there was a widespread lack of deep understanding of the concept and theory of synergistic effect. Those problems have negatively affected the effective integration of enterprise culture and the promotion of competitive in the market economy. And the worse impact is hindering the development of company’s comprehensive strength.This essay is based on the background of merger and regrouping of SN Group CO. LTD, to analyze the industry background as preparation and discuss the cultural integration and reconstruction of large merger and regrouping enterprises. Through cultural difference analysis on six subordinate companies and stakeholders and evaluation of the current situation of enterprise culture’s reconstruction, the objective is finding out the reasons for slow progress towards the integration of enterprise culture, seeking the right way for cultural reconstruction of large merger and regrouping enterprises and finally forming cultural synergistic effect to promote the development of company’s comprehensive strength. In addition to the regional factors, SN Group CO. LTD did not energetically propagate and penetrate enterprise’s cultural system to its subordinate units, even though its specific contents reflected on the official website. Besides that, the company’s junior staffs do not understand it which leads to metaphysical and unapproachable enterprise culture. Even if this enterprise’s cultural system which established from top to bottom was known to some employees, at the most it’s a familiar slogan without emotion and it’s difficult to have emotional response. Through finding problems, analyzing problems and interviewing employees, the author has briefly worked out some methods of cultural reconstruction for merger and regrouping enterprises, including the formulation of stable human resource policy (Improve the employees’ participation degree in the process of merger and regrouping, build company’s talent pool and establish a unified training system and motivation strategy), implement the institutionalization of new culture, give enough respect to all subordinate units’ cultural heritage, establish a cross-cultural research team, improve information construction, promote effective communication and overall planning, never slacken, economic recovery, people foremost and culture of security.The industry situation and external environment are changing all the time. The enterprise’s management style and internal staffs are also updating constantly. Therefore, the research of enterprise’s culture construction and cultural synergistic effect should be persistent to adapt to development of enterprise and the needs of times, and it’s not invariable. As a result, the enterprise culture could achieve its proper value in the process of development. Furthermore, I sincerely wish those ideas and methods of enterprise’s cultural management proposed in this paper can play a certain reference role on other merger and grouping enterprises’ culture construction.