The relationship object of enterprise ethics can be divided into internal and external parts:
Internal ethics: labor ethics, work ethics, business ethics and core enterprise ownership ethics.
Externality: customer morality, social morality and social welfare.
1. Labor ethics between enterprises and employees:
How employers and employees trust each other, how employers and employees have a harmonious relationship, moral leadership and management, and vocational training (including pre-job training and on-the-job training).
The root of these ethical relationships is actually to understand: the relationship between boss (shareholder) and employee, the relationship between boss (shareholder) and company, and the relationship between employee and company.
These are three basic problems of enterprises, which determine the cornerstone of enterprise ethics; These three relationships, corporate vision and mission * * * constitute the cultural cornerstone of enterprise existence.
Different answers to the three basic questions of enterprises will also create different enterprises and competitiveness.
Influenced by Confucian culture and bushido spirit, Japanese enterprises advocate that enterprises should be responsible for employees and employees should be loyal to them on the basis of the western concept of the supremacy of shareholders' interests, so the lifelong employment system and the corresponding employees' sense of dedication to enterprises were born.
American enterprises believe in the idea of the supremacy of shareholders and the separation of management right and ownership, so a series of great management system innovations have been born.
The biggest defect of domestic enterprises is that they have not clarified the internal ethical relationship, which leads to inappropriate roles and positions between employees and shareholders, and between shareholders and operators.
This is the biggest gap between domestic business circles and Europe and America.
Therefore, a great and excellent enterprise has a clear cognition and understanding in this respect, and there is a very clear and recognized ethical relationship within the enterprise.
2. Customer ethics between enterprises and customers:
The core spirit of customer ethics: meeting the needs of customers is the foundation of enterprise survival. Customer is the protagonist of enterprise management and the important value of enterprise existence.
But this kind of ethical cognition needs to be rooted in the operation and daily management of enterprises, rather than just staying in slogans.
Only in this way can we truly take customers as the center.
Whether abroad or in Europe and America, only by correctly understanding and respecting this ethical relationship between enterprises and customers can we maintain our ability to cope with the market and grasp the changing trend of customer demand.
3. Competition ethics between enterprises and peers:
Such as not vicious competition, spreading false rumors, malicious poaching, stealing business secrets, etc. ...
How an enterprise competes and what kind of competitive attitude it adopts are all manifestations of an enterprise's treatment of commercial laws. It is also the mapping of moral relations within enterprises.
4. Corporate and social responsibility:
A) Enterprises are closely related to society. Without society, enterprises cannot operate independently. Therefore, how enterprises view their relationship with social public interests and social responsibilities is an important part of corporate ethics.
B) Attach importance to social welfare and enhance corporate image.
C) Seek the balance between enterprise development and environmental protection.
5. The political and business ethics between enterprises and the government: What is the relationship between the government and enterprises, especially in the special environment and business ecology of China, is a problem that all enterprises must think clearly.
Second, corporate culture should help enterprises to form a * * understanding of salary distribution.
Corporate culture should be the ideological basis of the company's salary distribution mechanism and the ideological source of * * * knowledge in the enterprise.
Some people think that corporate culture is mainly used to educate employees to improve their ideological awareness, enhance their professional awareness and sense of responsibility, and enhance the cohesion of the company, which is correct.
But what is the guarantee of the greatest cohesion? That is, everyone has an internal benefit distribution mechanism to reach an understanding: what kind of employees, what kind of things they have done, what kind of achievements they have achieved, and what kind of income they should get.
This is because the enterprise is a profit-making organization and a collection of interests, which brings together the interests of shareholders and employees.
Therefore, if the enterprise gives up the basic understanding and basic design of the interest issue and cannot have a fundamental top-level design in the material and spiritual interests of employees, the enterprise will lack cohesion.
Corporate culture is the foundation of an enterprise, so it is the requirement of corporate culture itself and the premise that corporate culture will produce value to design the principles and ideas of interest distribution through corporate culture.
At the same time, the salary distribution itself also plays a role in explaining and guiding the construction of corporate culture, which embodies the value orientation of enterprises. Salary distribution can let us know what enterprises and cultures encourage and oppose, and has a great influence on employees' thoughts and behaviors.
Therefore, the salary distribution mechanism is a kind of value culture and an important carrier and component of corporate culture.
Therefore, enterprises need to combine the salary distribution policy with the business philosophy advocated by corporate culture, so that salary can play an important role in evaluating and guiding employees' behaviors, thoughts and styles.
For example, combining salary distribution with product quality, environmental protection, enterprise management, employee dedication, innovation and other aspects will help guide employees to implement the business philosophy of enterprises in production practice, so that personal behavior is consistent with establishing corporate image.
Why does Huawei have today's achievements? Huawei's corporate culture is indispensable!
Why does Huawei's corporate culture have strong vitality? Because its corporate culture is closely related to the principle of salary distribution.
All Huawei people know that the strugglers are recognized by the company. Whoever struggles will get a reward, and whoever struggles more will get more.
This is a wonderful logic, which brings together the highest "corporate culture" and the lowest "money". Is this a misunderstanding of Huawei or a blasphemy against corporate culture? Or are you stating the nature of naked men?
Just look at Huawei's annual year-end bonus and year-end dividend, and everything will be clear.
Money is the most vulgar, but it is also the most accurate and true ruler.
Many corporate cultures are ineffective and even conflict with internal management, because corporate culture and salary mechanism are not integrated.
For example, it is a sensitive matter to give a salary increase to whom and how much.
Many enterprises are basically trying to balance their salaries, so when they raise their salaries, there will be a question: Who and whose salary is higher than mine? So, who, who and what add up to about the same as me? Why is this happening?
Because the basis of salary increase does not directly reflect the value orientation of corporate culture, the basis of salary increase does not reach * * * knowledge, or there is no * * * knowledge at all.
In short, corporate culture should be a banner of the company's salary distribution mechanism, and design a platform for the company's salary system, so that all employees can establish a clear understanding of salary, and the principles advocated by culture and the salary distribution system should be unified to avoid the influence of salary problems on the company's cohesion.
Third, corporate culture should help enterprises establish an excellent organizational atmosphere.
The survey data shows that the organizational atmosphere within the enterprise, together with the salary level, has become the core factor for job seekers to consider when choosing a company, and it is also an important factor affecting the employee retention rate within the enterprise.
Many people will say that if you are tired, you are afraid of being tired!
Therefore, a good organizational atmosphere is one of the most important needs of employees in corporate culture construction.
In management practice, the construction of excellent organizational atmosphere depends on interpersonal relationship and communication.
The interpersonal relationship of an enterprise is directly related to the work behavior of employees affected by interpersonal relationship.
With good interpersonal relationships, employees think that they have a lot of support and many companions who can rely on each other, so they will be more active in their daily work and naturally work hard.
If there are problems in interpersonal relationships, employees will have rebellious psychology, "avoid" the bondage of interpersonal relationships in various work situations, and at the same time, there will be work behaviors such as complaining, complaining and slacking.
In terms of communication, it is because most enterprises only have top-down "management" and lack the same communication and communication from bottom to top.
Many business leaders "manage" their employees every day. As Gustave Le Bon mentioned in Mob, there are three ways for leaders to treat groups: assertion, repetition and infection. They try to "carry out" their own ideas and business ideas through constant "publicity" and "education".
However, through a simple survey of some enterprises (regardless of ownership), we can find that in fact, many problems have occurred when employees "execute" the "government orders" of enterprises, often because employees feel unfair and have not been respected and recognized.
Therefore, we should not only see the professionalism of employees in western enterprises, but also see that a large part of these professional attitudes are actually brought about by equal exchanges with goodwill.
The above interpersonal relationships and communication should be advocated and established in the corporate culture.
The interpersonal relationship within an enterprise is driven and respected by each other, or prevented and contained by each other.
Is the enterprise centralized or is it allowed to make suggestions?
Whether to allow orderly bottom-up communication or only top-down power orders depends on the guidance of corporate culture.
Therefore, a vibrant corporate culture should be able to form a positive and humanized guide to the interpersonal relationship and communication atmosphere among employees within the enterprise, and stimulate everyone's enthusiasm and sense of security.
Fourth, corporate culture should solve the problem of employee growth.
With the intensification of market competition and rising costs, more and more enterprises begin to pay attention to improving the comprehensive quality and ability of employees through internal training, and improve the means for enterprises to cope with the market and development and changes.
Even many enterprises have made plans to build learning organizations.
But what is embarrassing is that there is a general lack of enthusiasm for training from the top management of enterprises, to the training department and to the employees themselves, which leads to a great discount on the training effect.
At the same time, many employees trained by traditional cramming education in China lack a positive attitude towards workplace learning and self-improvement, even resist learning, and rely more on past experience and instinct to cope with their work, even if they take up new posts and assume new responsibilities.
The concept of "let employees grow with the company" is mentioned in the cultural manuals of many companies.
What needs to be clarified is that there is nothing wrong with enterprises and employees growing together. However, what is the relationship between the two?
When an enterprise grows, can employees grow? What does the growth of enterprises depend on? Without the growth of employees, will the enterprise continue to grow?
Has the enterprise established such a * * * knowledge that the growth of the enterprise is the accumulation process of the growth of employees, or that only the growth and all-round development of employees can drive the growth, innovation and development of the enterprise?
Behind this question is actually a question from corporate ethics: Is the growth of enterprises and the growth of employees unified or irrelevant?
The difference is that you regard employees as a tool for enterprise growth or one of the purposes of enterprise management;
Is helping employees grow up one of the responsibilities and missions of enterprises, or is it just an expedient measure that has to be implemented in order to make enterprises grow up?
The above phenomena, which widely exist in enterprises, should be guided and solved through corporate culture.
Employees need to understand that self-growth is a responsibility, a necessary choice, not an option. Corporate culture should create a kind of knowledge within the enterprise: those who grow and progress will be rewarded, and those who lag behind will be punished;
Similarly, enterprise culture should fundamentally establish the relationship between enterprise growth and employee growth, and establishing employee growth is one of the responsibilities and business purposes of enterprises at the level of business ethics. Only in this way can the training system established under this concept gain the recognition and support of employees.
Fifth, corporate culture should be able to cope with the crisis.
Enterprises need crisis management regardless of scale or industry level.
According to relevant data, in China, 45.2% of enterprises are in a state of general crisis, 40.4% are in a state of moderate crisis, and 14.4% are in a state of high crisis.
Nip in the bud is always the most basic and important requirement of enterprise crisis management. Therefore, it is necessary to integrate crisis management into construction.
First of all, enterprises should establish the crisis consciousness of all employees.
Many enterprises always like to talk about how good the future prospects of the enterprise are and how prosperous all aspects of the enterprise are when recruiting or promoting internally.
Only in this way can employees feel safe and increase their stability and enthusiasm.
But it is more harmful. Once the enterprise has problems, the so-called stable team of the enterprise will soon fall apart.
Such enterprises are actually shrouded in an illusory bubble, which is prosperous and powerful on the surface, but actually fragile.
The periodic economic crisis in Europe and America, especially several major economic crises in history, has cultivated a cultural atmosphere of looking at the growth law and periodicity of enterprises pragmatically and objectively, and has a good ability to accept and cope with the difficulties and crises that enterprises may face.
However, this is not the case in China. Therefore, we must establish a corporate culture within the organization, so that all members are aware that an enterprise has its own life cycle and any enterprise will have difficulties.
Let employees have strong self-confidence to laugh at the crisis and respond bravely, instead of the slightest sign of trouble in the enterprise, just like "the tree falls apart" and "born in sorrow, died in happiness".
Without a strong sense of crisis, all crisis early warning mechanisms are useless.
Integrating crisis awareness into corporate culture and strengthening crisis awareness at all times can improve the ability of enterprises to resist crises, effectively prevent crises, increase the seriousness and sense of responsibility of employees, and cultivate a team that can withstand setbacks and cope with crises.
Advanced and comprehensive crisis awareness is the strongest line of defense for enterprise crisis prevention.
Moreover, there will always be some signs before the crisis comes, and these small aspects can only be effectively warned if they are captured by employees.
Therefore, an excellent corporate culture is people-oriented, attaches importance to the opinions of employees, can resolve the crisis at the initial stage, and enables employees to firmly establish the sense of responsibility required for crisis management.
Encourage employees to create corporate brands, cherish corporate reputation, and gradually develop independent behaviors that are responsible for consumers, customers and themselves, thus reducing the possibility of crisis.
At the same time, corporate culture cultivates employees' sense of ownership, actively finds problems, puts forward countermeasures and avoids crises in the process of enterprise management.
After the crisis, whether the response measures taken by enterprises are effective, even whether enterprises are qualified to cope with the crisis, whether they can cope with the negative impact caused by forced layoffs and scale reduction, and whether they can still maintain a positive atmosphere and cohesion within enterprises under the crisis, the key lies in whether corporate culture plays a role:
1. Corporate culture can cultivate employees' confidence and courage. When the crisis comes, enterprises can work together in Qi Xin to face external pressure.
2. Corporate culture enables employees to understand the causes of the crisis and the ways to deal with it through pre-crisis education.
According to different situations, enterprises should formulate crisis handling plans in advance, and when a crisis occurs, they should deal with the problems quickly according to the formulated plans and programs to reduce losses.
3. The recovery of enterprises after the crisis also needs the support of corporate culture.
After the crisis subsides, enterprises may suffer certain losses and inevitable changes, and may encounter some economic difficulties, product transformation and re-acceptance by enterprise consumer groups.
All these require enterprises to be consistent from top to bottom, to combine the interests of enterprises with those of consumers, to create a harmonious corporate culture and a dedicated entrepreneurial spirit, and to promote the recovery and development of enterprises through various strategies.
One of the values of corporate culture is that it can maintain positive cohesion and organizational ability when the corporate crisis comes, instead of boasting and blowing soap bubbles.
If the enterprise culture lacks the management of employees' crisis consciousness, the enterprise will be fragile and unable to resist difficulties and crises.
6. Corporate culture should be the support of strategy.
The relationship between corporate strategy and corporate culture is just like the relationship between human behavior and spirit, which determines and supports human behavior, and behavior will affect human spirit.
Excellent corporate culture is an important condition for formulating business strategy.
Enterprise culture is enterprise philosophy, which is a set of philosophy for enterprises to solve how to survive externally and how to live together internally.
Clarify the value of enterprise existence, the goal of enterprise development, how to survive and so on.
It is the common value of all members in the enterprise, and has distinct enterprise characteristics.
The enterprise strategy based on the same values of enterprise members is the expression of the collective will of enterprises, which is more unique and unique.
Because enterprise strategy is based on the same values, it can also maximize the collective efforts of enterprise members, thus making it easier to succeed.
Therefore, the formulation of enterprise transformation and upgrading strategy should also take enterprise culture as the basic starting point and cannot be separated from enterprise culture. Otherwise, the strategy will be difficult to implement and the cost of corporate culture transformation will be unbearable.
Excellent corporate culture is an important condition for the success of corporate strategy.
Corporate culture not only affects the formulation of strategy, but also ensures the mobilization of all employees to implement the strategy.
In order to achieve strategic goals, enterprises must have excellent corporate culture to support and lead, establish corporate reputation with culture, spread corporate image with culture, build corporate brand with culture, and finally achieve the goal of enhancing corporate competitiveness.
"The transformation and upgrading of the company is a high-level decision, and the real executors are employees."
Employees may not really understand the urgent need for transformation and upgrading, nor can they predict the bright future after transformation and upgrading. However, if employees can't perceive the value of the enterprise and can't form the same goals, values and behavioral norms, it will be a mess, so the transformation and upgrading of the enterprise is empty talk.
Corporate culture construction has become the key to break this situation.
Core values cannot and will not be easily changed, but they can be constantly improved and revised.
The corporate culture reform implemented in the process of IBM's transformation is not the core of corporate culture, but the expression and focus of culture, as well as the behavior shown by culture, which is changing according to its own current situation and the development of the times.
From emphasizing the individual to attaching importance to the team, from providing the best service to devoting to the success of customers, "complementary advantages" is the development road for excellent enterprises from start to maturity.
In a word, the development of an enterprise is a spiral process, and corporate culture and corporate strategy are like the double helix of corporate DNA in this process, and corporate culture determines the formulation of corporate strategy.
At the same time, it serves the implementation of corporate strategy, and the adjustment of corporate strategy will promote the adjustment and promotion of corporate culture. This process of mutual promotion and influence is the core driving force of enterprise development.