Chinese Enterprises Have Implemented 6¦Ò Management Of The Organizational Culture Of Environmental Studies

6s management, as an efficient method system for procedure improvement of enterprises, will play an essential role for the great achievements of Chinese enterprises. However, according to the previous experience, Chinese enterprises will definitely be faced with some cultural obstacles while introducing it. Consequently, choosing the performance of General Electric Co. Limited (GE) as the research subject on the basis of systematic analysis of 6s management theories, the thesis reveals the cultural elements so as to implement the 6s management successfully: First of all, the management needs to be furthered with data and facts; customers should be paid close attention to; it is the procedure but not the function improvement that should be regarded as the key to success; culture atmosphere of working in concert with no limitation; the precautious management practice; the spirit of pursuing perfect and of tolerating defeats; 6s management should be seen as the strategic polity. Furthermore, the thesis proceeds to analyze and summarize the negative characteristics of Chinese corporate culture from the background of Chinese national culture: " strong man " culture, " parasitism" culture; the entrepreneurs'managerial " tactics skill "style; short-term pragmatism culture; false or formalism culture; uncooperative "chicken head"culture; the random culture with no occupation accomplishments, presumptuous culture; speculation ideas in the style of liberal arts. Compared the key elements of 6σmanagement and the general characteristics of Chinese enterprise culture, it is obvious there are severe conflicts between the two matters. Therefore, the thesis puts forward the change model suitable for the performance of 6σmanagement in China: the management style is supposed to transform from order, grade type into participation, cooperation type; staff's thought mode from emotion and intuition to reason and analysis; the organization and the relationship of the internal enterprise from informal and relational type to formal and positional type; function-oriented enterprise management to center-oriented; also, the " strong man " culture pattern which strengthens individualistic heroism to "group" culture pattern which desalinizes individualistic heroism; last but not least, dealing with the competition and cooperation between individuals, departments and groups inside enterprises appropriately.