摘 要

自上世纪90年代末起,尤其是2002年以来,中国房地产市场经过10多年的高速

发展,吸引了众多的市场进入者,市场竞争越来越激烈。经过几次政策调控,尤其是自

2013年下半年以来的限贷、限购等政策的贯彻执行,市场出现了下滑。而消费者经过市

场的磨砺,已变得越来越成熟、理性,部分房地产企业的运营举步维艰。企业间的竞争

从过去的单一比拼硬实力,不断扩展到企业文化、品牌建设等软实力领域。

本文通过对一家国有上市房地产企业——ZS地产的企业文化管理案例的分析,并通

过问卷调查、实地访问等方法,探索ZS地产企业文化中存在的问题。ZS地产长久以来

形成的家在情在”温情的企业文化和品牌认知保持了企业的稳定,但也造成了企业绩

效导向不足、发展相对迟缓的弊病,这些弊病的产生原因多样:组织架构不合理、流程

冗长、人力资源管理制度不合理、执行力和创新不够等等;另外,由于ZS地产内部进

行了战略调整:从原来的质量、规模、效益均衡发展转变为提速提效、2018年实现“千

亿销售、百亿利润”的扩张战略,战略改变需要企业文化的改变,所以要导入狼性文化

以使全体员工更加注重结果导向、狼性拼搏。狼性文化的导入势必会与原来“家在情

在”的温情文化产生冲突,两种文化的融合以保证战略目标的实现也是本文化论述的重

点。

企业文化建设对企业而言不是简单的挂标语、提口号,做表面文章,而是需要扎实

落到实处并执行。企业文化管理关系到企业战略目标的实现,是一个系统的工程。通过

本文的案例研究,希冀能为国有企业的企业文化建设提供小小裨益。

关键词:房地产;企业文化;战略

ZS地产企业文化案例研究

The implementation case study of corporate culture building about ZS

Abstract

Since the late 1990s, especially since 2002, Chinese real estate market which has ten

years rapid development attracts a lot of market entry. At the same time, market competition

is more and more fierce. The market fell down after a few policies, especially since the

second half of 2013 the limit of credit, purchase policy being carried out. And consumers

have become more and more mature, rational through market efforts. More important, part of

the real estate enterprise's operation become increasingly difficult. The competition between

enterprises from the product and service, expanding to the corporate culture, brand

construction, and other areas of the soft power.

This article analyses a state-owned listed real estate companies,ZS real estate enterprise

culture management through the methods of questionnaire survey, field visit,explore the

problems existing in the enterprise culture of ZS property. ZS property's long-established

warmth of corporate” culture and brand awareness can keep the stability of the enterprise,

but also creates the disadvantage of insufficient enterprise performance orientation, develop

slowly. The reasons may be a lot: unreasonable organization structure, process long,

unreasonable human resource management system, execution and innovation is not enough,

and so on; in addition, due to the strategic adjustment: from the original quality, scale, benefit

balanced development to speed up work, to realize 2018 billions of sales and profit of

billions of expansion strategy strategic change will need to change the enterprise culture, so

The Wolf sexual culture must be imported. The import of culture is bound to with the original

in love” the warmth of the cultural conflict and fusion of two cultures, so how to implement

the strategic goals is the focus of this culture.

The important of enterprise culture construction is not a simple hanging banner and

slogans do superficial, but need solid implement and execute them. Enterprise culture

management which related to the realization of enterprise strategic target is system

engineering. This paper hopes can offer little benefit for the enterprise culture construction of

state-owned enterprises through the case study.

Key Words: Real-estate; corporate-culture; strategy

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