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1、ABSTRACTThedevelopmentofenterprisesintoday'sworldisaculturalvictorytime,abusinessmanagementandtheculturearecloselyrelated.Corporatecultureofanenterpriseisthefoundationofthesurvivalanddevelopment,itisthestatusofamagicweapontotheenterprisewhichisunbeateninthecompetitiom.Corporat
2、ecultureisthecorevalue,affecttheoperatingresultsofenterprisesandemployees.Ofcourse,eventuallythecompetitivenessofenterprisesarecompetitivepeople,Humanresourcesarethemostvaluablecorporatesocialresources.Howmanaging,educating,employingpeoplearethemostimportantanddifficulttoresol
3、veproblemsthatenterpriseshave.Anddifferentcompanieshavedifferenthumanresourcemanagementmodels,thisisbecausethecorporatecultureplaysasubtlerole.Firstofall,inthispaper,itisbeginngingfromthecorporatecultureandhumanresourcestwotheories,todrawthecorrelationbetweenthetwotheories.And
4、throughthecorporatecultureandhumanresourcemanagement’sfeaturesandfunctions,analyzingthecorporatecultureandhumanresourcesmanagementandthepracticalapplicationoftheinternalcontactintheprocessofinteractive.Afterthan,proposedbuildingacorporatecultureandhumanresourcesmanagement’sint
5、eractivemode.Externalenvironmentanalysis,Positioningthecoreofenterpriseculture,III万方数据Combinationofhumanresourcesmanagementstrategyandenterprisestrategy,Assessmentfeedbackareconsistingoftheinteractivemode’sfourelements,Analyzingofitsinherentmechanismanditsapplicationfromthem.B
6、ecausethemodelisdynamic,soagainstChina'snationalconditions,analyzingthedomesticenterprisecultureandthestatusofHumanResourcesManagement,putingforwardimprovementmeasures.Andonthisbasis,analyzingfourspecificelementsofthespecificimplementationenvironment,makingproperadjustmentstot
7、heInteractivemodetoadapttotherequirementsofChina'scharacteristics.Finally,thisarticleisthroughtheQianJin’scorporatecultureandhumanresourcesmanagementinteractivecaseanalysis,complementingandimprovingthefeasibilityandnecessityoftheinteraction.Thisarticleattemptstoplayaguidingsig
8、nificanceinboththeconstructionanddevelopmentforChineseenterpr
