Relationship between enterprise culture and improving core competitiveness of enterprises
First of all, establishing a new corporate culture is the core task of human resource management.
The new year is a crucial year for the reform and development of enterprises in China. Enterprises in China are facing increasing pressure of international competition, and the influence of trade friction and tariff and non-tariff barriers is gradually emerging. Enterprises are entering a critical transition period from being unfamiliar with WTO rules to mastering the rules and actively responding. However, some deep-seated contradictions and problems accumulated for a long time are increasingly exposed. With the marketization and globalization, enterprises will also face more severe challenges. On the other hand, the new trend of globalization is also an important stage for China enterprises to introduce more advanced technologies, give play to their comparative advantages, explore the international market and rapidly enhance their core competitiveness. The sustainable development of an enterprise depends on its core competitiveness, which comes from technology, technology comes from management, and management depends on corporate culture.
Based on this, enterprises must successfully build a core value concept and sense of mission that all employees can sincerely agree with, and the establishment and remolding of corporate culture is the core task of human resource management, which is related to the operation and development of the whole organizational system. Recently, a survey of the world's top 500 enterprises by IBM Consulting Company shows that the key to their Excellence lies in their excellent corporate culture, and their excellent technological innovation, institutional innovation and management innovation are all rooted in their excellent and unique corporate culture. Corporate culture is the fundamental reason why they can rank among the top 500 and enjoy a good reputation in the world. It can be said that the competition between enterprises in 2 1 century is basically a cultural competition. Successful enterprises will belong to enterprises that actively advocate and use the above corporate culture.
"The way of management is not to manage people, but to manage knowledge." Inheriting Drucker's thought, therefore, in the second generation of knowledge management, it is not to establish a powerful system to bind people and squeeze knowledge, but to take people as the main axis to lead knowledge management and form a management system in which everyone is willing to contribute knowledge.
With the advent of the era of knowledge economy, the power of knowledge becomes more and more important. It is not news for enterprises to promote knowledge management, but it has become a common cognition. A group of people working in an organization, due to the interaction between people, over time, formed an atmosphere, which, like air, seems out of reach, but deeply affects people's thinking, attitude and behavior. Generally speaking, this represents the corporate culture of an organization. People who live in an organization often take the existing culture for granted, but there are many differences to outsiders; Some companies may feel that the decoration is very modern as soon as they enter. People wear different clothes and speak differently, and then pay attention to their ideas and do things differently. However, in some units, tables and chairs are simple and crowded, and staff may be impatient, which is very different from previous organizations.
Because corporate culture has such great power, it can't be ignored in management, and it should be incorporated into the management system to make a difference. This responsibility falls on the top, and the top should have this consciousness: how to create and shape a corporate culture, so that everyone can cooperate spontaneously. So as a supervisor, you don't have to check everything, and you can get twice the result with half the effort in management.
In the era of knowledge economy, knowledge is the primary factor of enterprise success, and knowledge management has become the driving force of enterprise innovation. Knowledge management is knowledge-centered management, that is, managing and applying knowledge, and improving adaptability and innovation ability through collective command of sharing and applying knowledge. To implement effective knowledge management, enterprises should not only have necessary hardware facilities and software systems, but also require enterprises to take the cultivation and management of enterprise knowledge as an important means to gain competitive advantage and establish a new enterprise culture that is conducive to the enjoyment and appreciation of enterprise knowledge. This new corporate culture encourages employees to share their knowledge with others, and urges employees to turn their knowledge into productive forces conducive to the development of enterprises. Enterprise knowledge * * * includes internal knowledge * * and external knowledge * * *. Internal knowledge sharing is the starting point and the most important content of enterprise knowledge management.
Two, the new enterprise culture construction is an important part of enterprise system innovation.
Enterprise culture is the philosophy of enterprise management, and different management systems strengthen different values and different enterprise cultures. An excellent corporate culture should constantly promote the process of enterprise management reengineering, promote the transformation of operating mechanism and the reform of cadre and personnel distribution system, coordinate, unify and promote the development of enterprises, constantly absorb nutrition in practice, and constantly strengthen in practice to form cultural competitiveness with enterprise characteristics and vitality. It can be said that practice is the only criterion to test corporate culture, and it is also the key to determine the success or failure of corporate culture.
Dell Computer Company, which has created the miracle of IT industry by direct selling mode, is often denounced as "the grave of thought" and "the ruin of culture" by the advocates of "HP Road". In fact, this is the criticism of individualized values on standardized values. "Dell, which almost never conducts product research and development, has more than 500 business process patents! Any professional thinking and innovation are outsourced, just like parts are handed over to OEM. This is the corporate culture jungle brought by the modern market division and cooperation system. Standardized corporate culture and personalized corporate culture are interdependent in the market. It cannot be said that the standardized corporate culture has no culture, which stifles the entrepreneurial spirit.
The cultural form of enterprise organization is between family and government, and it can have a harmonious atmosphere and culture similar to family, but it must have strict rules; A certain hierarchy is needed, but the organization should be as flat as possible to reduce the inhibition of hierarchy on people's creativity. Dell implements very strict business process management, but senior managers and ordinary employees are in the same small box, only their names, no titles and so on. This is the cultural characteristic of enterprise organization, and it is a mixture of family equality system and enterprise hierarchy system.
As the management concept and belief of an organization, values constitute the core of corporate culture. Almost all successful enterprises, no matter what changes have taken place, their corporate culture remains basically unchanged, or the core values of corporate culture remain unchanged. This is the basis of enterprise survival, because values provide the same code of conduct for all employees, and the success of an enterprise stems from employees' recognition, belief and practice of the organization.
The sustainable development of an enterprise depends on its core competitiveness, which comes from technology, technology comes from management, and management depends on corporate culture. Without corporate culture, there is no core competitiveness. Advanced corporate culture can improve efficiency, reduce expenses, save costs, enhance brand gold content, increase product value, and thus enhance the competitiveness of enterprises. The effect of corporate culture on business performance and the rise and fall of enterprises is often manifested in the success or failure of domestic and international economic cooperation. Relevant research shows that about 30% of economic cooperation is stranded due to technical, financial or strategic problems; About 70% of failures are caused by problems in cultural exchange. In Fortune magazine's list of the world's top 500 companies in 2002, there were 197 American companies, accounting for 35%, which shows that American corporate culture is very prosperous.
The ability of the world's top 500 enterprises to attack cities and plunder land around the world depends on the support of mature and profound enterprise systems, and corporate culture construction is an important content of institutional innovation and an important guarantee for the sustained and healthy development of enterprises. With the advent of knowledge economy, the competition scope of enterprises is constantly expanding, which will inevitably promote the gradual improvement and upgrading of enterprises' adaptability, which puts forward higher requirements for enterprise system innovation. In IBM and Cisco, the management system and organizational system have obviously broken the traditional pyramid structure of enterprise boundaries and levels, and the system boundaries tend to be blurred and the organizational structure tends to be networked, which is an example. Corporate culture provides rich connotations, scientific management concepts, open management models and flexible management methods for modern enterprise management theories and methods, and opens up a broad world for enterprise system innovation.
The outstanding weakness of Chinese enterprises is the enterprise system and its closely related enterprise culture. In the process of establishing and perfecting the enterprise system, enterprises in China should learn from all beneficial advanced experiences, but they should not copy them mechanically. Learn all advanced cultures, create a world-leading corporate culture that suits the national conditions and has China characteristics, and create world-class China enterprises and brand-name products.
Corporate culture is the traction of enterprise's core competitiveness. For an enterprise, in order to pursue long-term development, expand and carry on the enterprise, it is necessary to have long-term motivation to guide the enterprise to break through the life cycle. This is not money, not a system, not an entrepreneur, not power. Money will disappear, power will be deprived, institutions will be destroyed and entrepreneurs will have a long life. No value system can last long.
Many enterprises often date back to five thousand years ago. The products and services of our ancestors at that time can hardly be seen today, and what is left to future generations is culture. Culture can stay. The most cultured enterprise in China should be Tong Ren Tang, whose culture is very simple, that is, "No reconciliation, but knowing the world with heart". This enterprise has deviated from its core values. Drugstores are everywhere, and only Tong Ren Tang has lived for more than 300 years. This is the power of culture. In rural areas, we often see a pair of couplets: poetry and calligraphy have been handed down for a long time, and the etiquette is long. If we add another horizontal batch, it will be endless. This is also a cultural issue.
Third, the new corporate culture should be "people-oriented"
Enterprises, when talking about corporate culture, are people-oriented. When doing corporate culture, they have set the word "people-oriented" from the beginning and regard people-oriented as a connotation of corporate culture.
Corporate culture is actually to solve two problems: the first problem is to solve external adaptation; The second problem is to solve the internal combination. In this process, some basic assumptions have emerged, that is, corporate culture. Corporate culture is not produced by democracy, but comes from entrepreneurs and entrepreneurs. Some of their ideas and opinions were spread, accepted by employees and influenced their behavior. This is the corporate culture.
In addition to unconditionally obeying the company's rules and regulations, employees also have an obligation to identify with and obey the company's values, which is the psychological contract. In the past, the education of employees in enterprises was more about employees entering the company and obeying the management of the company. In fact, there is another task, that is, they must accept the company's cultural value system.
Whether an enterprise has culture or not can be known by looking at employees' expressions without looking at promotional materials, and employees' expressions can tell his mentality. Do you have the spirit to do business? The absence of employees is culture. When they are away, there may be problems. Corporate culture is to form such a state, a situation, and everyone can feel that this enterprise is different from that one. This is the atmosphere in which corporate culture is formed. This atmosphere may be more effective than the management of the system.
Cultural management is not only an atmosphere management, but also a supervision force, which can actually save supervision costs. In reality, who will supervise the work of front-line employees? Who will supervise the supervisor again? With more and more supervision, there will be more and more supervision departments, which will affect the efficiency of enterprises.
It is shameful for enterprises to emphasize efficiency first, and it is shameful for inefficient enterprises and inefficient management. The second is competition. The competition among enterprises is efficiency competition. The greatness of market economy lies in eliminating those inefficient enterprises and allocating resources to efficient enterprises. For a real enterprise, there are three most important motives. One is the motivation of entrepreneurs, whose innovative spirit is never satisfied, which is the great motivation of entrepreneurs. Second, market forces, survival of the fittest and fierce market competition make everyone afraid to give up and relax. Third, the competition among employees within the enterprise is also survival of the fittest. If this is not done, it is difficult for enterprises to have motivation.
Corporate culture should also provide a stage for enterprise reform, because enterprise reform is actually a readjustment of interests. This involves a lot of interests, so how to make employees agree with the change, participate in the change, and join in the change? The key is that corporate culture provides a stage. Nowadays, many enterprises are obsessed with reform, and it is problematic to change this and that all day. Which enterprises have become the top 500 enterprises through reform and become the world's leading enterprises through one or two reforms? Reforms without inheritance are often destructive. In enterprises, we should talk less about reform and more about improvement. What is improvement? Improvement means continuous improvement, and improvement is more drastic than reform, because competition does not give enterprises time to reform. Of course, if the enterprise can't survive, it will have to change, because this time is already related to life and death. Whether enterprises are more or improved, whether they are improved or reformed, must be recognized through corporate culture.
Fourth, the new corporate culture has become a key factor to determine the rise and fall of enterprises.
Corporate culture is an intangible asset and the most important intangible asset, which is more important than intangible assets such as tangible assets or brands. Corporate culture is an investment, and it is an important long-term investment, and it is an investment with huge returns. Therefore, Kurt said: In the decade of the next century (this century), corporate culture is likely to become the key factor to determine the rise and fall of enterprises.
These "slogans" representing corporate cultural values seem simple, but they contain the power to create a powerful company full of competitiveness and vitality. Slogans can be used as a catalyst to develop human potential, which is closely related to innovation and the development of productive forces. If the management intends to create a new culture in the company, it must first decide what values to rely on to build this culture, such as how the enterprise should treat the power of the enterprise. Management often discusses how to make employees work hard, but rarely hears management seriously study how to realize their promises to employees. If an enterprise wants to create an environment where every employee works hard without asking for remuneration, then the enterprise must first think about what it has undertaken to its employees. If employees are to be loyal to the enterprise, what is the commitment of the enterprise to employees? In short, the most important thing is whether employees can share the benefits brought by the growth of the enterprise if they want to care about the enterprise, be able to work with the enterprise with one heart and one mind and fulfill their duties. Only in this corporate culture can employees establish positive work values, truly feel the joy of success, appreciate the respect for personality and show the spirit of dedication and diligence, and the company can really be loved by employees.
In fact, the "corporate culture" formed by a company is often the style and spirit of management, as well as the dissemination and implementation of its business philosophy. At the beginning of his tenure, Welch realized that if their actions such as system reform and industrial restructuring were to be implemented and effective, they must also adopt some matching ideas to integrate the re-established General Electric Company. In Welch's mind, the motivation to reshape the company culture is not finance, nor is it that employees demand a more satisfactory working environment. Welch put forward the idea of "pursuing Excellence" in the early 1980s, and explained it best: it is a belief that "we should go beyond the limits of our quality requirements in the past and do better than what we think is the best". He believes that "Excellence" is not an achievement, but a spirit. This spirit will control the life and soul of a person or a company. It is a never-ending learning process, and it is inherently "creative dissatisfaction". "Excellence" comes from learning ability, that is, the ability to adapt to one's environment in a positive way. Under his leadership, the company has formed a group of senior managers with the spirit of "pursuing Excellence". They can make adjustments according to changes, or they can lead changes, and introduce the belief of "innovation and change" into the company culture and carry it forward.
Welch is recognized as a corporate hero all over the world. Enterprises need heroes in the process of development, and the culture of enterprises is the soil for creating heroes. If values are the soul of corporate culture, then "heroes" are the embodiment of these values and the concentrated expression of organizational strength. An important message conveyed by Hero in Enterprise is, "What does our enterprise advocate and who should be the best? This is the behavior mode and behavior standard of our company. " At the same time, the role of "hero" lies in his lasting influence in the enterprise, which has played an inestimable role in the future development of the enterprise and overcoming the difficulties encountered.
Execution is born out of corporate culture, and it also reacts to corporate culture and becomes a part of corporate culture. Execution should also be the most important task for leaders and managers at all levels. This is a system that is integrated into every corner of the enterprise. Execution is not an empty talk strategy, it should be subtle and realistic, it is the exploration and truth of every detail. When the leaders of most mediocre enterprises fantasize about the company's future prospects in the office, the president of Coca-Cola asked on the way to Shanghai, "Why doesn't the old lady who sells tea eggs sell Coca-Cola?" -Although Coca-Cola's distribution network is already the largest in the world; The CEO of L 'Oré al carefully observes the counter display of every competitive brand in the store-even though L 'Oré al has beaten all these competitors.
Execution means that managers at every level use the company's cultural standards to judge and do something. Old Sam of Wal-Mart thrives all the way to the small and shabby office of one of his store managers, which embodies the concept of cost and its strict implementation of cost control. Enterprises want employees to be "honest and trustworthy". Can enterprises continue to be complacent about evading government taxes?
Excellent enterprises generally have the following cultural spirit: people are full of self-confidence and think that the company they serve is the best company, instead of complaining one way or another, unlike many people who complain endlessly when they mention his company; Know things, not so-so, anticlimactic, but carry them out to the end; Pay attention to human factors, people are the most important, cultivate people's growth, not things or money; Pay attention to quality and service; Attach importance to creativity. If an employee has a good idea and is valued by the company, the company will try its best to let him try. If the application is valid, there will be appropriate encouragement; Pay attention to informal communication, abandon red tape, and the superior does not give orders. Even if things are done, we should pay attention to informal communication and organization, communicate with people by news, get to know each other and achieve the purpose of communication; Attach importance to enterprise growth and profit.
Only those beliefs mentioned above are not enough, and actions must be taken to cooperate. Before 1950, PepsiCo was just a small beverage factory in new york. Because the later leaders had great ambitions, they wanted to win the leading position in the beverage industry, so they had to create a competitive corporate culture. Therefore, they put pressure on managers to strive for market share, which is the main consideration for promotion. If they can't increase their market share, they will be transferred, which gives employees a message that it is most important to strive for market share. Due to the threat of transfer, a creative tense atmosphere has been formed within Pepsi-Cola Company, and employees have focused on how to win higher market share. At the same time, in order to cultivate competitive spirit, the company held many sports competitions to cultivate competitive spirit in an indirect way, so that employees do not think they can live a safe life.