近年来，由于国际控烟公约的影响，尽管有专卖专营体制的保护，烟草企业仍 旧面临着前所未有的挑战与压力。在越来越严峻的形势下，企业文化的重要性日益 凸显。从制度管理到文化管理的过渡，对于烟草行业内任意一家工商企业的发展来 说，都起着举足轻重的作用。尤其在《中国烟草行业企业文化建设纲要》等相关文 件相继出台的背景下，各家工商企业根据各自发展的特色，相继建立起符合企业实 际的烟草企业文化，在全行业内掀起了建设企业文化的潮流。 安徽中烟在 2009 年提出了“攀登者”的企业文化建设纲领以来，卓有成效的 开展了一系列企业文化建设措施，取得了一定建设成果，但也存在不少改进空间。 尤其在 2014 年以来，烟草行业面临重大转型，在地方经济下滑与领导结构调整及 外界环境压力的交叉影响下，安徽中烟工业有限责任公司（以下简称安徽中烟）的 发展进入了瓶颈期。为了更好的执行和落地企业文化，本文主要以安徽中烟有限责 任公司为研究对象，结合国内外企业文化建设理论，联系烟草行业企业文化背景及 安徽中烟公司实际，对其文化建设现状进行了总结。在此基础上，笔者对安徽中烟 公司企业文化建设现状进行问卷调查，通过分析调研结果找到问题，寻求改进办法。 在借鉴其他优秀烟草企业建设实例的基础上，制定改进方案，从多种层面提出改进 措施。本文对安徽中烟企业文化建设工作起到了推动作用，同时对于烟草行业内其 他企业具有借鉴意义。 关键词：企业文化；安徽中烟公司；企业形象设计安徽中烟公司企业文化执行与改进研究 I ABSTRACT In recent years, despite the protection of the monopoly system for tobacco enterprises, the challenges and pressures are both existent due to the International Treaty on Tobacco Control. As a consequence, the transition from system to culture management is crucial to the development of tobacco industry. Under the background of relevant documents issued successively, some enterprises have established their own corporate culture, which has formed a trend in whole industry. Since China Tobacco Anhui Industrial Co. LTD（hereafter referred to as China Tobacco Anhui）put forward corporate culture construction program of climbers in 2009, constructive results have been achieved as well as disadvantages. Especially because of the effect of major transformation from 2014, China Tobacco Anhui has entered a bottleneck period. This article takes China Tobacco Anhui as research object to summarize current status of its cultural construction combining theory and reality. On this basis, the author found problems through questionnaire survey and searched various improvement methods referring excellent tobacco enterprises. This paper has played an important role in promoting the culture construction of tobacco enterprises. KEY WORDS: Corporate Culture；China Tobacco Anhui Industrial Co. LTD；Corporate Identity Design安徽中烟公司企业文化执行与改进研究 1 目 录 第一章 绪论········································································································ 1 第一节 选题背景···················································································································1 第二节 研究意义···················································································································2 第三节 研究办法···················································································································2 第四节 研究综述···················································································································3 一、 企业文化研究综述····································································································3 二、 烟草行业企业文化研究综述····················································································5 三、 对现有研究的评价····································································································6 第二章 相关概念及理论基础··············································································8 第一节 企业文化概述···········································································································8 一、 企业文化的定义········································································································8 二、 企业文化的基本作用································································································9 三、 企业文化对烟草企业的影响··················································································10 第二节 理论基础···············································································································10 一、企业文化同心圆模型································································································10 二、企业文化陀螺模型····································································································12 三、企业形象设计理论····································································································12 第三章 安徽中烟公司企业文化建设现状························································14 第一节 烟草行业企业文化建设现状·················································································14 一、烟草行业概况············································································································14 二、企业文化建设概况····································································································15 第二节 安徽中烟公司企业文化建设现状·········································································16 一、公司简介····················································································································16 二、企业文化建设基本做法····························································································17 三、企业文化建设阶段成果····························································································18 第四章 安徽中烟公司企业文化调研································································20目录 2 第一节 企业文化调研·······························································································································20 一、调研背景····················································································································20 二、调研目的····················································································································20 三、调研过程····················································································································21 四、调研结果····················································································································23 第二节 企业文化建设存在的问题·······································································································24 一、调研过程中发现的问题····························································································24 二、存在问题的原因分析································································································25 第五章 烟草行业企业文化建设成功案例························································28 第一节 上海烟草集团·······································································································28 一、职业精神引领，弘扬“工匠精神”········································································28 二、壮大品牌理念，培养青年人才················································································28 三、坚持文化建设，鼓励开拓创新················································································29 第二节 浙江中烟公司·····································································································30 一、创新引领发展，技术保障品质················································································30 二、挖掘基层典型，促进文化落地 ············································································30 第三节 案例启示···············································································································31 一、文化建设紧密结合企业实际····················································································31 二、拥有较高的文化辨识度····························································································31 三、多维度践行企业文化································································································32 四、加强人力资源建设····································································································32 第六章 安徽中烟公司企业文化改进方案························································33 第一节 整体规划·················································································································33 一、总体目标····················································································································33 二、基本原则····················································································································33 三、需注重的因素············································································································34 第二节 改进措施···············································································································35 一、精神引领，全员参与································································································35 二、完善制度，建立机制································································································36 三、配套措施，传播培训································································································37安徽中烟公司企业文化执行与改进研究 3 四、重塑系统，固化形象································································································38 五、加大支持，完善福利································································································40 第七章 结论与展望····························································································41