Research On Corporate Culture Construction Of S Finacial Holding Group Co.,Ltd.

The main research object of this paper is S Financial Holding Company is a state-owned financial enterprise established in 2017 in central China.The enterprise attaches great importance to the construction of enterprise culture,highlights the guidance of the party building work,promotes the construction of enterprise culture,in the ideological and political work has been highly evaluated by the provincial party committee,the provincial government and the superior competent units.However,when the group listened to the work report of its subsidiaries,carried out discussions with young cadres and employees,and carried out field investigations and studies,it found that the grassroots employees generally reflected the insufficient influence of the group,the implementation path of the company strategy was not clear,the low employee recognition,the mother culture of the group company and the sub-culture of its subsidiaries Incompatibility,etc.This paper using the theory of enterprise culture,select Denison enterprise culture survey model,around four dimensions twelve index design questionnaire,for S financial holding company all cadre staff,combining the desk analysis,network investigation,field investigation,interview discussion,insight into the other central,state-owned provincial enterprises,his province financial holding company enterprise culture construction situation and beneficial experience,mastered the group headquarters and subordinate company enterprise culture construction basic situation.This paper shows that the main problems in the corporate culture construction of S Financial Holding Company include: the Group and its subordinate companies are "scattered and disorderly" with no unified cultural guidance.Some subsidiaries have no clear implementation path of corporate strategy.The authorization mechanism is unscientific and imperfect.Publicity and implementation of the system work is not in place,the implementation of the system is difficult.The company has insufficient talent reserve,which cannot meet the needs of key work.Some subsidiaries retain the original shareholder mark and are not unified with the name of S company.The company’s corporate culture construction position is missing,and there is no corresponding staff,etc.The solutions proposed in this paper include: Establish a system of diversified enterprise culture concept,promote the integration of the "mother culture" and the subsidiary culture.Refine the financial enterprise culture with industry characteristics.Develop the strategic implementation plan and development mode from the business and operation level;Adopt the principle of "one enterprise one policy" to optimize the enterprise authorization management scheme to improve the ability of the subordinate company to reflect market opportunities.Strengthen the publicity and implementation of the system and maintain the seriousness of the system.Improve the training mechanism,establish a stratified training system to improve the quality of employees.Designate a department to be responsible for the corporate culture construction of the corporate culture post,promote the corporate culture construction.Accelerate the equity transfer of the subordinate company,unify the subordinate company name of the subordinate company,and enhance the brand effect of the group,etc.It is hoped that this paper can provide a reference for other financial holding companies in China to carry out corporate culture construction,promote the upgrading of corporate culture construction,enhance the cohesion and core competitiveness of enterprises,promote the optimization of enterprise management,and promote high-quality development of enterprises.