The first element of any enterprise is to understand why its own enterprise exists, that is, what its mission is. Whether the mission of an enterprise is high, big, great, low, vulgar and ordinary is not particularly important. The key is that corporate culture can be truly understood, believed and practiced by every employee, and can be truly integrated into the marrow of employees' thoughts, behaviors and habits.
I have seen some companies put up many tall slogans on the walls and printed exquisite corporate culture brochures. Unfortunately, employees' recognition of corporate culture is not high, and cadres have not played a leading role in spreading corporate culture. Everyone just works for salary. Such a corporate culture is undoubtedly invalid and contrary to the original intention.
Some enterprises think that only when the benefits of enterprises are good can they devote themselves to corporate culture and add icing on the cake to enterprises. Actually, this is a misunderstanding.
In my opinion, corporate culture is the spirit and soul of an enterprise, and it is an inherent objective need in the process of enterprise development. When an enterprise begins to develop, what is most needed is to establish a corporate culture; When the enterprise is stagnant, what is most needed is to integrate and enhance the corporate culture; What enterprises need most to achieve leap-forward development is innovation and change corporate culture.
When recruiting employees, many enterprises only talk about work, salary and ability, but hardly talk about mission and corporate culture, which makes enterprises lose the opportunity to gain employee recognition through corporate culture from the beginning. Corporate culture is the DNA of an enterprise, which determines its character and destiny. The pattern and connotation of corporate culture that people are divided into groups determine what kind of employees an enterprise has and what kind of talents it can recruit to join its own team.
Rules and regulations are one of the important contents of corporate culture. But in many cases, the more solidified the system, the weaker the corporate culture will be.
First-class corporate governance depends on culture, middle-level corporate governance depends on system, and lower-level corporate governance depends on the loyalty of relatives and friends. The culture of many enterprises actually means wall newspapers, magazines and activities. In fact, corporate culture has little to do with these relationships. Corporate culture is virtual, but it must be done. Corporate culture must be closely related to the actual management of enterprises, the development of enterprises and the vital interests of employees. Otherwise, talking about corporate culture is a waste of resources and time.
An important goal of corporate culture construction is that what employees say and think are consistent, and what employees do and say are consistent. Corporate culture is a revolution that touches the traditional way of thinking and habits, which makes management tend to be civilized. Through subtle infiltration, corporate culture changes people's values of selfishness, opposition and individual heroism, and moves towards mutual assistance, harmony and development.
Excellent corporate culture can open people's hearts. Now that the heart door is open, it's easy to get in. When a person is moved and his dream is awakened, he will consciously and voluntarily abide by the rules and regulations of the enterprise and make suggestions for the development of the enterprise, because he agrees with the development vision advocated by the enterprise culture and is willing to fight for it for life. Through the shaping of enterprise culture, employees can realize self-management and self-motivation, which should be the highest realm of enterprise management.