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作为一家已有50多年历史的国有企业,2010年,涟钢在中国钢铁行业整体形势尚可时,却已是深陷亏损的泥潭。危难关头,湖南省委、省政府和华菱集团先后对涟钢党政主要领导进行了调整。针对企业风气不正、企业文化异化的现象,新的公司领导班子从文化入手,对企业的精神文化、行为文化、制度文化和品牌文化进行了全方位重塑。不到三年时间,在钢铁行业的形势已由整体盈利转为整体亏损的严峻形势下,涟钢的生产经营却逆势上扬:企业业绩由
As a state-owned enterprise that has been in existence for more than 50 years, in 2010, when the overall situation of China’s steel industry was still good, Lianyuan Steel was already suffering from losses. At the critical juncture, the Hunan Provincial Party Committee, the provincial government and Hualing Group successively adjusted the principal leaders of the party and government in Lianyuan Iron and Steel Co., Ltd. For the corporate culture is not correct, the phenomenon of alienation of corporate culture, the new leadership of the company start from the culture, the spirit of enterprise culture, behavior culture, system culture and brand culture all-round reshape. In less than three years, despite the grim situation of the steel industry changing from overall profitability to overall loss, the production and operation of Lianyang Steel rose against the trend: