As a way of enterprise management, enterprise culture has rich contents and forms of expression, as well as its unique functions and values. Efforts to build corporate culture are aimed at transforming it into productivity and economic and social benefits, which is the most powerful guarantee for the long-term sustainable development of enterprises.
Corporate culture; System composition; Function and value; sustainable development
With the deepening of the historical process of China's reform and opening up, it has become a realistic topic to further promote the construction of corporate culture and make enterprises invincible in the fierce competition.
First, corporate culture is the product of the enterprise's own survival and development.
Culture, including material culture and intangible culture, is a unique phenomenon in human society. Farms, cities, factories, canals, railways, gorgeous clothes, delicious food and so on. , all belong to material and cultural forms; However, people's psychological concepts, customs, emotions, knowledge systems and so on formed in long-term social life belong to intangible cultural forms. The emergence and progress of culture stems from the needs of human survival and development. People's survival and development are facing many challenges, such as external natural threats and oppression, such as disasters, earthquakes and fires; There are also competitive conflicts from human society itself. People should not only obtain as many resources as possible from the external natural and social systems to meet their own survival and development needs, but also prevent possible infringement to the maximum extent. This requires two aspects of transformation, namely, the transformation of the external world and the transformation of human beings themselves and human society. After generations of exploration, practice and thinking, people constantly sum up experiences and lessons, constantly correct their own behaviors and adjust their own survival trajectory, and gradually create a rich system of means of production and means of subsistence, that is, the so-called material civilization system; At the same time, it also created a broad spiritual system, including various cognitive achievements, survival norms, behavior patterns, activity procedures, literature and art, etc. , which is the so-called spiritual civilization system. As the genetic factors of human society, material civilization and spiritual civilization are constantly inherited, updated, perfected and stabilized, thus forming a rich and colorful cultural phenomenon in human society.
This is how human culture is formed and developed. As a part of the whole human culture, enterprise culture also comes from the needs of enterprise's own survival and development. It is gradually formed and developed by enterprises in their own production and operation activities and in the process of external competition and internal management. Once the corporate culture is formed, it will have a positive and dynamic reaction to the business management and become an important way of business management.
Second, the systematic composition of corporate culture
Corporate culture has rich contents and forms of expression.
(A) the content and form of corporate culture
From the perspective of extension, corporate culture includes four levels.
1. Material culture consists of various material facilities and products of enterprises. Such as factory environment, production and living buildings, production technology and equipment, product specifications, quality, identification, etc. These material things not only show the actual production and operation ability and state of the enterprise, but also show the image of the enterprise, the feelings and attitudes of the employees to work and life, and show the spiritual level and pursuit of the enterprise people.
2. Behavior culture produced by employees in production, operation, life and study, including cultural phenomena in organization and coordination, working status, treating people with others and cultural activities. It is the dynamic embodiment of enterprise management style, mental outlook and interpersonal relationship, and also the reflection of enterprise image, enterprise spirit and enterprise values. An enterprise that pays attention to honesty, cares about employees, has strict discipline, is resolute and vigorous, and has harmonious and natural interpersonal relationships. It is completely different from an enterprise that is mercenary, lax in team and lax in discipline.
3. Institutional culture composed of various rules and regulations of enterprises. Enterprise system is a set of rules and regulations formulated by enterprises, which plays a role in regulating and ensuring the production, operation and management of enterprises. The enterprise system is an intermediary and combination of people and things, people and people, ideas and behaviors, and internal and external enterprises. It is a direct embodiment of enterprise management will and values, a normative culture that constrains the behavior of enterprises and employees, and has mandatory binding force. System plays a key role in the formation of enterprise culture, especially employee behavior culture, which makes the enterprise in a benign and stable state in a complex and changeable social environment with fierce competition, thus ensuring the realization of enterprise goals.
4. Enterprise spirit culture refers to the spiritual achievements that are gradually formed and tend to be stereotyped in the process of production and operation, including enterprise spirit, enterprise management concept, enterprise ethics and enterprise values. Spiritual culture is a deeper cultural phenomenon and the sublimation of enterprise material culture, behavior culture and system culture. It is at the core of the whole corporate culture system and the superstructure of the enterprise.
(B) the basic elements of corporate culture
In terms of connotation, culture includes two basic elements, namely, concept and behavior. In this sense, the so-called corporate culture is the integration and unification of the mainstream thoughts and behaviors of an enterprise. What is "mainstream" is advocated by enterprises and generally accepted and pursued by employees. It embodies the unity of employees' legal will and natural person's will. For example, the value proposition of employees' rights and obligations, the distribution of enterprises' interests, and the strategic goals formulated by enterprises have become mainstream ideas after being generally accepted and pursued by employees. Behavior pattern is the attitude and practice pattern that should be adopted to implement the concept, including employees' attitude tendency and specific behavior process, and it is the performance of implementing the concept in specific behavior. The code of conduct formulated by enterprises, such as "obeying rules and disciplines" and "unity and cooperation", has been widely recognized and practiced by employees and has become the mainstream behavior mode. The unification of mainstream ideas and mainstream behaviors forms the psychological and behavioral basis of corporate culture.
(C) the nature and phenomenon of corporate culture
The operating system of corporate culture can be divided into the essential system and the phenomenon system of corporate culture.
The essential system of corporate culture includes the management idea, corporate mission, mode of thinking, core values, corporate spirit, corporate ethics, corporate style, corporate aesthetics and management purpose of corporate decision makers, and is the soul part of corporate culture. The essence of corporate culture is deeply hidden in phenomena and needs to be expressed through phenomena. The phenomenon system of corporate culture is the carrier part of corporate culture, including corporate environment, corporate image, employee behavior, corporate organizational model positioning, cultural facilities and activities, model stories, corporate logos and product logos, corporate internal propaganda slogans and external advertising terms. Their interaction * * * shows the essence of corporate culture. Therefore, in the process of corporate culture construction, we should not only pay attention to the design and sublimation of ideas, but also pay attention to the selection and construction of carriers.
Third, the function and value of corporate culture
As always, corporate culture is produced with the emergence of enterprises. From the perspective of enterprise management history, enterprises with different management modes have their corresponding corporate culture systems. Enterprises that pursue "Taylor system" have their own cultural system of "carrots and sticks"; Enterprises that implement behavioral science management mode have their "people-oriented" cultural system. Whether people realize it or not, corporate culture has existed and acted on the enterprise since the first day of its birth.
From the perspective of motivation, the initial impulse of capital is to chase profits. Under the condition of market economy, who will invest if it is not for proliferation? But subjective motivation is one thing, and objective effect is another. If we only rely on capital, cost, marketing and other technical operations to pursue profit maximization, it will often get twice the result with half the effort, or even backfire. Everyone knows that in the enterprise's resource system, people are the most precious and decisive, and capital, technology, information, time and so on all depend on people's operation. However, not everyone is precious. Enterprise development needs employees who are loyal, responsible, enterprising and full of the spirit of creating salary. Such employees are the most precious. How can we train such employees? Practice has proved that money can buy temporary enthusiasm, but it can't buy permanent loyalty; Money can buy obedience and flattery, but it can't buy initiative. To cultivate excellent employees needed by enterprises, it is necessary to instill ideas, shape systems, cultivate environment and cultivate habits, which is the need of good corporate culture nourishment. Enterprise development, especially long-term stable and sustainable development, needs funds, equipment, technology, opportunities, supervision and control, organization and coordination, but all these need an environmental platform; Enterprises must be rooted in rich and fertile soil if they want to grow into a century-old evergreen tree that is weatherproof, flourishing and fruitful. This environmental platform, this soil, highlights the value of corporate culture.
The biggest feature of corporate culture is to manage affairs through managers, upgrade technology through upgrading people, change people's behavior through changing people's ideas, create excellent enterprises through creating excellent employees, and amplify the efficiency of enterprises. Corporate culture has many functions and runs through the whole process of enterprise management.
(A) the role of corporate culture in enterprise development strategy
1. Corporate culture provides a long-term and profound development impetus for enterprises. In order to achieve long-term and stable development, enterprises must establish their own belief system, so that employees can firmly confirm strategic objectives, business policies, management norms and so on. Consciously link self-worth with enterprise value and personal destiny with enterprise destiny. Corporate culture can construct its own system in a standardized and rigorous way from values, entrepreneurial spirit, ethics and morality, management purposes to rules and regulations, employee behavior, corporate image, etc. And create a spiritual home for enterprises, and provide a steady stream of spiritual and ideological motivation for the long-term development strategy of enterprises.
2. Corporate culture is the casting point of the core competitiveness of contemporary enterprises. Due to the differences in industry attributes, geographical background, historical conditions, organizational system and product structure, enterprises objectively have distinct personalities. The core competitiveness of enterprises comes from the comparative advantages formed on the basis of personality: people have no me, people have me, and people are better than me. Comparative advantage must rely on self-innovation, and innovation comes from culture. Cultural quality determines innovation ability, and innovation ability determines comparative advantage. Only with comparative advantages can we have core competitiveness. The success or failure of many enterprises has repeatedly proved that if the cultural quality of enterprises is not high and there is no innovation ability, there will be no comparative advantage and core competitiveness will not be formed. In today's society, due to the development of various communication means, there are fewer and fewer obstacles to information transmission between enterprises, and the speed of technology diffusion is getting faster and faster. Enterprises in the same industry often have the same technical equipment, operating procedures and management methods, and the space for enterprises to form core competitiveness is getting smaller and smaller. It is in this way that enterprises need to establish their own corporate culture, because culture cannot be imitated and copied, and corporate culture itself breeds the core competitiveness of enterprises. Under the same operation process, the same management system and the same business scope, different corporate cultures will produce different development ideas, concepts and strategies, which can maximize the cohesion and centripetal force of enterprises, unite and motivate employees most effectively, and thus create distinctive core competitiveness. 3. Corporate culture can effectively improve the concepts and methods of enterprise management. Enterprise management has experienced the development and changes from experience management, "Taylor system" management, behavioral science management, rationalism management to cultural management. The above four methods all have their historical rationality of emergence and existence, but their respective defects are also exposed in management practice. Cultural management mode is to apply the characteristics and laws of culture to enterprise management, and transform the traditional economic-oriented mode and system-oriented employee management mode into cultural-oriented mode. Culture-oriented mode pays attention to cultural inspiration, excavates and develops employees' inner beautiful and excellent elements, and sublimates them into rational cognition, thus changing employees' work attitude and behavior mode and stimulating employees' consciousness, initiative and creativity. System is an external mandatory rigid constraint, and culture is an internal elastic constraint of self-identity, which can effectively drive employees' willing behavior. Culture and system are norms, and culture is the guiding norm, which encourages employees to be loyal to their duties and pursue Excellence; The system is the bottom line norm, telling employees what not to do, and crossing the line will be punished. In enterprise management, the two complement each other and are indispensable.
4. Corporate culture guides the development of corporate human resources. Human resources include physical quality, intelligence, skills and culture. To give full play to employees' physical fitness, intelligence and skills, employees and enterprises should first have a sense of cultural identity, and rely on the establishment of an excellent cultural system to guide the development of human resources. Once employees agree with the enterprise's goals, vision, strategy, spirit and values, they will consciously combine their career with the development mission of the enterprise, unify their personal value orientation with the guidance of enterprise values, give full play to their physical fitness, intelligence and skills, and make contributions to the enterprise.
If an enterprise only pays attention to the continuous progress of knowledge and technology and the construction of corporate culture lags behind, it will form a contrast and cause deep trauma to the enterprise. Enterprises have knowledge and technology, but they lack the value standards advocated by * * * *, and there is no code of conduct pursued by * * * *, so knowledge and technology cannot be effectively utilized, and even in turn become an obstacle to the development of enterprises. Brain drain and technology leakage in enterprises reflect the defects of corporate culture. Without the same pursuit vision, condensed professional values and entrepreneurial spirit, the relationship between enterprises and employees will be simplified to employment relationship, and anyone can pursue maximum benefits. Employees will confront the enterprise psychologically and behaviorally. Therefore, establishing excellent corporate culture is the fundamental way to build an excellent staff.
(B) the role of corporate culture in enterprise management
Enterprise culture is a management concept and method that applies cultural characteristics and laws to enterprise management, takes improving people's quality as the basic way, and takes the cultivation of core concepts such as business philosophy, value evaluation and selection, and enterprise spirit as the main content and guiding mode. It belongs to management science in essence. The unique function of enterprise culture enables it to play an active role in enterprise management.
(1) guiding function. Corporate culture can guide the thinking and behavior of individual members of the enterprise; It can also play a guiding role in the overall value orientation and management of enterprises. This is because once the corporate culture is formed, it will establish its own systematic values and norms. If the values and behavior orientation of enterprise members are contrary to the systematic standards of enterprise culture, enterprise culture will correct them and guide them to enterprise values and norms.
(2) Constraint effect. Corporate culture has a restrictive and normative effect on employees' thoughts, psychology and behavior. The constraint of corporate culture is not a hard constraint of the system, but a soft constraint, which comes from corporate culture atmosphere, group behavior norms and moral norms. The so-called "public anger makes it difficult for people to commit crimes", such as different group consciousness, public opinion, customs and fashions, will cause strong group psychological pressure and motivation to make individual behavior conform to the crowd, make enterprise members produce psychological buzz, and then achieve self-control of behavior.
(3) Cohesion effect. There are many ways to adjust interpersonal relationships in enterprises, including mandatory "hard adjustment", such as systems and orders; There is also the "soft adjustment" of persuasion education such as public opinion and morality. Corporate culture belongs to soft regulation, which enables all employees to understand the mission, strategic objectives, strategic measures, operational processes, cooperation and communication of the enterprise, thus resulting in harmonious and unified behavior. The great centripetal force produced by corporate culture fundamentally ensures the harmony, stability and health of corporate interpersonal relationships, thus enhancing the cohesion of enterprises.
(4) Incentive effect. Corporate culture takes respect for people as the center, people-oriented management as the center, and its "soft constraints" meet the multiple needs of employees and adjust various unreasonable needs. After employees internalize corporate culture into self-awareness, they will form a strong sense of mission, a lasting driving force and become a yardstick of self-motivation. Once employees truly accept the core concept of the enterprise, they will consciously and voluntarily exert their potential and work hard and efficiently for the enterprise under the drive of this concept.
(5) radiation effect. Once the corporate culture forms a relatively stable model, it will not only play a role within the enterprise and have an impact on its employees, but also have an impact on society through various publicity and communication channels. The spread of corporate culture helps enterprises to establish a good public image and improve their social visibility and reputation. Excellent corporate culture will also be recognized by social culture and have an important impact on the development of social culture.
Fourthly, the construction of corporate culture is a realistic project.
Some people think that corporate culture construction always has a kind of "illusory" and specious feeling in practice. In an enterprise, there are many factories, machines are running, employees are busy, rules and regulations are hung on the wall, products, costs, output, profits and so on. There are specific and clear quantitative indicators, but the corporate culture seems to be impossible to grasp.
In fact, corporate culture is also true, which exists in every link of the overall operation of the enterprise. Just as the fire burns on salary, corporate culture is attached to the body of the enterprise, but it is the soul of the enterprise and guides the development and growth of the enterprise.
As far as enterprises are concerned, some fundamental thinking is necessary and inevitable, such as "why do you want to run a business?" ... what kind of business do you run? "Wait, different values lead people to make different choices, thus bringing different fates to enterprises. As far as employees are concerned, there are also some ultimate propositions, such as "What is the meaning of life?" "What is the meaning of work? "Wait a minute. The resulting value judgments and choices determine a person's fundamental attitude towards work and life, thus determining his lifestyle.
The question is not whether there is a corporate culture, but what kind of corporate culture exists. It is an unavoidable reality that ignorant and backward things will take advantage of it if we do not cultivate a cultural system that advocates scientific progress. It is a natural and willing choice for employees to complete tasks according to quality and quantity, and to work overtime, or it is a burden that they are eager to get rid of and a helpless obedience. This is a collision between two cultures. Employees' attitudes towards occupation, rights and obligations, life and life, competition, cooperation and interpersonal relationships, as well as their emotions, words and deeds and work performance determined by these attitudes, are all manifestations of internal culture. People-oriented corporate culture construction is to make employees form correct value judgments and value choices, form good psychological and behavioral patterns and promote the development of enterprises by shaping excellent employees. This is a real project, and its content, operation and effect are all real.
To sum up, corporate culture is a management model with the characteristics of the times and the soul that drives the operation of enterprises. Efforts to build corporate culture and transform it into productivity and economic and social benefits are the most powerful guarantee for the long-term sustainable development of enterprises.
Work performance materials of individual industrial and commercial households:
Xxxx work performance report-that is, the application materials of advanced units.
With the care and support of the company's leaders and the joint efforts of all employees, XX's business
I. Operating Performance
At the end of the year, XXX was successfully listed, which created a good external environment for the rapid development of the company's business. While the business achieved sustained growth, operating costs were further reduced, profits continued to increase, and the stock price trend was stable.
Second, business development.
Xxxx has made a new breakthrough in the field of management consulting, and its business has developed rapidly. We have signed a series of strategic special consulting projects, such as Guangdong Electronic Information Industry Competitiveness Research, Dalian Electronic Information Product Manufacturing Strategic Planning, Sichuan Huiyuan Optical Communication Co., Ltd. Industrial Development Strategic Planning, and Grain Storage Business Management Information System Planning, which have achieved good social benefits and laid a solid foundation for the realization of economic benefits. At the same time, the professional level of key projects has made a qualitative leap, which has been unanimously recognized by customers.
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