摘要
摘要
企业文化是企业生产经营中，被全体成员所尊崇的价值观及其作用在制度、
行为等经营管理方面的总和。通过对企业各种有形资源和无形资源的有效整合，
企业文化以无形的方式根植于企业生产经营中，并随着内外部环境的变化逐渐培
育出的一种促进企业效益提升，推动企业向前发展的持续创新和变革的能力资
源。
SD昆明机场高速公司进入改革转型升级期，不仅要重视经营效益，更要重
视品牌影响力，随着外部环境变化、同欧亿·体育（中国）有限公司竞争以及公司自身发展需求，公司必
须积极整合内外部资源，实行文化强企战略，让企业文化激发企业的内生动力从
而推动企业可持续发展。因此，对企业文化的诊断及建设就显得十分重要。
本文研究采用了在组织文化测评中影响力较大、较直观和便捷的组织文化测
量工具 OCAI文化量表，从组织的六个方面、不同性别、不同年龄段、不同学历
及不同岗位职级对 SD昆明机场高速公司的文化进行诊断。通过欧亿·体育（中国）有限公司收集整理、
访谈等方式对目前企业管理制度的落实、领导风格对企业经营管理的影响、企业
绩效考核管理的执行、企业团队的建设及企业战略重点的制定几个方面进行调
查，得出 SD昆明机场高速公司目前的企业文化类型是以控制型为主导，市场型
为辅的企业文化类型。通过对现状和期望状态下各要素数据和模型的对比，得出
公司员工期望的是以团队型为主，控制型为辅的企业文化类型。为使公司能从期
待的文化方向发展，主要抓住企业文化建设的六个方面，针对现状中出现的问题
采取相应的策略和措施，从而达到企业文化整体类型的转变。
目前，昆明机场高速公司处于 SD集团云南公司收购的第六个年头，必须不
断丰富企业的管理文化和内容，采用“以人为本”的管理方式，增强员工关怀、领
导引领、团队凝聚力、员工参与、战略性人力资源管理等方面的建设，助推公司
更高质量发展。本文运用 OCAI企业文化诊断工具，为 SD昆明机场高速公司企
业文化的发展方向提供改进依据。
关键词：企业文化；文化诊断；OCAI量表；企业文化建设
I

ABSTRACT
ABSTRACT
Corporate culture is the sum total of the values and their roles in the system,
behavior and other aspects of management and management that are respected by all
members in the production and operation of an enterprise. Through the effective
integration of various tangible and intangible resources of the Enterprise, the
enterprise culture is rooted in the production and management of the enterprise in an
intangible way, with the change of internal and external environment, it is a kind of
ability resource which can promote the enterprise's benefit and promote the
enterprise's development.
SD Kunming Airport high-speed company is undergoing a period of reform,
transformation, and upgrade.The company should not only pay attention to business
efficiencybut also consider its brand influence. An active integration of internal and
external resources should be undertaken, carry out the strategy of culture
strengthening enterprise, let the enterprise culture stimulate the endogenous power of
the enterprise to promote the sustainable development of the enterprise. Therefore, it
is very important to diagnose and construct the corporate culture.
In this paper, OCAI, a powerful, intuitive and convenient organizational culture
measurement tool, is used to measure organizational culture, from six aspects of the
organization, different gender, different age, different educational background and
different post rank, the culture of SD Kunming Airport Express Company was
diagnosed. By means of data collection and arrangement, interviews and other
methods, the implementation of the current enterprise management system, the impact
of leadership style on enterprise management, the implementation of enterprise
performance appraisal management, the construction of enterprise teams and the
formulation of enterprise strategic priorities were investigated, it is concluded that the
current corporate culture type of SD Kunming Airport Expressway is dominated by
control type and supplemented by market type. Through the comparison of the data
II

ABSTRACT
and model of each factor under the present situation and the expectation state, it is
concluded that the employees'expectation is the type of enterprise culture with
team-oriented and control-oriented. In order to make the company develop in the
direction of expected culture, we should focus on the six aspects of corporate culture
construction and adopt corresponding strategies and measures to solve the problems in
the present situation so as to achieve the change of corporate culture as a whole.
At present, the Kunming Airport Expressway Company is in the sixth year of the
acquisition of SD group Yunnan Company. It must constantly enrich the management
culture and content of the enterprise and adopt the "people-oriented" management
method, enhance the staff care, leadership, team cohesion, staff participation, strategic
human resources management and other aspects of the building, to promote the
company's higher quality development. In this paper, OCAI enterprise culture
diagnosis tool is used to provide the improvement basis for the development direction
of SD Kunming Airport High Speed Company enterprise culture.
Key words：corporate culture; cultural diagnosis; OCAI scale; corporate culture
construction
III
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