摘要
摘要
企业文化就如同一只看不见的手，对企业管理活动帮助极大，它主要包括了
被广大组织成员一致认同且接受的价值观以及行为准则等。美日等发达国家的卓
越企业证明，企业文化对企业的可持续发展具有至关重要的作用。如果企业中的
管理活动是企业的新陈代谢，那么其内在的文化是企业的灵魂，优秀的文化能够
提升企业整体的精气神，企业之间的竞争实际也可以被看作是企业文化之间的比
拼。而在变幻莫测的乌卡时代，外部环境、企业愿景、消费者偏好等因素并非一
成不变，如果企业文化不能跟上时代变迁，慢慢的将会成为限制企业成长的障碍，
使企业未老先衰。DXT公司经过二十年的发展，在国内通讯领域也具有较强的
实力，公司规模和体系日益庞大的同时，“大企业病”也随之产生，随着市场及
内外部环境的变化，以及竞争的日益激烈，为了公司能够更好的生存和发展，对
DXT公司现阶段的企业文化进行诊断是非常有必要的。
很多学者对企业文化的测评提出了不一样的理论和方法，例如霍夫斯塔德提
出的文化维度理论和 MMOC模型，丹尼森的组织文化模型等。而本文运用Quinn
提出的 OCAI量表从家族型、市场型、灵活型、层级性四个维度对 DXT公司文
化现状进行诊断评估，根据对企业员工的访谈调研获得一手数据，为了确保调研
结果的真实性和科学性，我们又结合 Chatman提出的组织文化剖面图（OPC）从
七个维度开展访谈法。力求通过成熟的诊断工具，准确地出诊断公司现阶段所存
在的问题，进而提出未来可行的改进方向，基于企业文化的现状和各层级员工对
公司的了解对企业期望的发展方向进行比较。根据分析结果，DXT公司目前有
部分企业文化并不完全适合未来的发展布局，公司的核心价值观也与员工的价值
取向存在一定的偏差。
虽然企业文化诊断研究已经取得了丰富的研究成果，但是在现实中的管理行
为，真正应用文化诊断理论去评估企业的文化建设，并不断改进与完善其文化的
企业寥寥无几。基于调查结果，根据影响企业文化建设的因素提出了四项改进原
则，接着提出企业未来文化改革的方向和建议，具体包括推进员工参与协作，增
进组织凝聚力；注重组织赋能，提升组织灵活性；加强家族型文化，做好员工关
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摘要
怀等五个方面的建议。希望 DXT公司能结合自身发展情况，适度进行文化变革，
完善该公司的管理理念，提升公司整体的管理水平，辅助其战略转型和变革，进
而提升企业竞争力。最后，本文结合 OCAI量表和OCP剖面图的研究丰富了企
业文化诊断的具体实践，为其他公司的企业文化诊断和建设提供了参考。
关键词：企业文化；企业文化诊断；OCAI量表；文化变革；DXT公司
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Abstract
Abstract
Corporate culture is like an invisible hand, which is of great help to enterprise
management activities. It mainlyincludes values and codes of conductthat are
unanimously recognized and accepted by the majority of members of the organization.
Outstanding enterprises in developed countries such as the United States and Japan
have proved that corporate culture plays a crucial role in the sustainable development
of enterprises. If the management activities in an enterprise are the metabolism of the
enterprise, then its internal culture is the soul of the enterprise. Excellent culture can
improve the energy ofthe enterprise as a whole,and the competition between
enterprises can also be regardedas the competition between enterprise cultures.
However, in the unpredictable era of Uka, external environment, corporate vision,
consumer preference and other factors are not invariable. If corporate culture cannot
keep up with the changes of The Times, it will gradually become an obstacle to the
growth of enterprises, making enterprises aged before their time. After 20 years of
development, DXT company also has strong strength in the domestic communication
field. With the growing scale and system of the company, the "big enterprise disease"
also occurs. With the changes of the market and the internal and external environment,
as well as the increasingly fierce competition, in order to better survive and develop
the company, It is necessaryto diagnose the current enterprise culture ofDXT
company.
Manyscholars haveputforwarddifferent theoriesandmethodsfor the
evaluation of corporate culture, such as hofstadter's cultural dimension theory and
MMOC model, and Denison's organizational culture model. In this paper, OCAI scale
proposed by Quinn is used to diagnose and evaluate the cultural status of DXT
Company from fourdimensions of family type,market type, flexible typeand
hierarchy. First-hand data are obtained based on interviews and surveys of employees.
In order to ensure the authenticity and scientific nature of the research results, In
combination with Chatman's organizational culture Profile (OPC), we carry out the
interview method from seven dimensions. Through mature diagnostic tools, we can
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