Enterprise is also a social system, and its resources can be roughly divided into material resources, human resources and cultural resources. Enterprise management is essentially the integration and utilization of the above resources, which is manifested in different business behaviors and performance. The attribute of culture determines the strategic position of enterprise cultural resources in enterprise resources.
Although corporate culture has been paid more and more attention by feed enterprises, in recent years, it has also attached great importance to the construction of corporate culture. This is a good thing, but the overall feeling is still "more thunder and less rain." Why is this happening? What problems do feed enterprises have in the process of corporate culture construction? This paper makes some thoughts and discussions on this.
What is the corporate culture of 1?
Culture is a way of life for human beings. It is a concept and behavior pattern created by human beings to influence their own development. Corporate culture is a sub-culture, which is formulated by different enterprises and formed through social practice under certain economic conditions, and the sum of * * * common consciousness, values, professional ethics, codes of conduct and standards followed by all enterprise employees.
The essence of culture is humanization and the function of culture is humanization. As a kind of "subculture", corporate culture is no exception. Corporate culture is not based on the constraints and sanctions imposed on employees by laws and regulations, but on the promotion of employees' life value based on "basic assumptions" about people. However, there are obvious misunderstandings when analyzing the cultural construction of enterprises in the industry.
Myth 1: Forge corporate culture
On the walls of corridors, offices and workshops of many feed enterprises, various slogans with sonorous wording such as "people-oriented", "technology-oriented", "quality is life", "green" and "responsibility" can be seen everywhere. In fact, these words can not reflect the true value orientation, business philosophy, behavior and management style of some feed enterprises. Because employees' eyes are discerning, it is impossible for this corporate culture to produce * * * among employees.
Myth 2: Corporate culture hangs on the wall.
Many feed enterprises become a mere formality because they can't be effectively implemented in their cultural construction. Corporate culture seems to be hanging on the wall, but in fact it has become an empty slogan. Such a corporate culture naturally cannot play a strong cohesive force and centripetal force for employees.
Myth 3: Corporate culture is not universal.
Within the enterprise, everyone is equal before the enterprise culture, and universal applicability is the basic requirement. However, in some feed enterprises, corporate culture is suitable for some people, but not for others. In the eyes of some business owners, corporate culture is only used by themselves and people around them to manage and restrain employees. If there is no * * * in an enterprise and culture, it is obviously difficult for such a corporate culture to play a role, but in essence. This is not a real corporate culture.
Myth 4: the representative of corporate culture
In the process of long-term corporate culture construction, Meng Jie Consulting found that some owners of feed enterprises believe that corporate culture is to create a beautiful corporate environment and pay attention to the unity and coordination of corporate appearance colors. They regard corporate culture as CIS, but this superficial prosperity cannot hide the pallor of the core of corporate spirit. Other feed enterprises are keen to engage in cultural and sports activities, and take it as a hard indicator when building corporate culture, which is even more superficial to corporate culture.
Myth 5: corporate culture is rigid
Some feed enterprises unilaterally emphasize orderly work discipline, subordinates obey superiors, and equate strict management of employees with corporate culture construction. As a result, the internal atmosphere of the organization is tense and dull, lacking creativity, vitality and cohesion, and the corporate culture falls into a rigid misunderstanding.
In fact, culture is an advanced form of enterprise management, because enterprise culture is initiated by the boss and is the responsibility of the boss rather than the responsibility of the cadres. If the cultural construction of a feed enterprise is divorced from the boss, or the boss's original intention is only formalism, it is easy to produce the above misunderstandings. It is bound to make the construction of corporate culture into a dead end.
2 levels of corporate culture
Generally speaking, the content of corporate culture construction mainly includes four levels of culture: material level, behavior level, system level and spiritual level.
2. 1 sports
Artifact culture is a superficial culture expressed in material form, which is mainly composed of products and various material facilities. The products and services provided by enterprises are the fruits of production and operation of enterprises and the primary content of material culture. Production environment, corporate appearance, corporate architecture, corporate advertising, product packaging and design also constitute the important content of corporate material culture.
2.2 Behavior layer culture
Behavior layer culture refers to the culture produced by employees in production and business activities. Including corporate behavior norms, corporate interpersonal norms and public relations norms. What needs to be emphasized is that corporate behavior includes behaviors between enterprises, between enterprises and customers, between enterprises and governments, and between enterprises and society. The enterprise code of conduct refers to the basic code of conduct formed around the enterprise's own goals, corporate social responsibility and protection of consumers' interests. Enterprise behavior norms are divided into entrepreneur behavior, enterprise model behavior and employee behavior from the personnel structure.
2.3 Institutional culture
It mainly includes enterprise leadership system, enterprise organization and enterprise management system. Enterprise system culture is a culture in which enterprises restrict employees' behavior in order to achieve their own goals, which has * * * requirements and strong code of conduct. It regulates everyone in the enterprise. Feed technology operation process, factory discipline and rules and regulations, assessment, rewards and punishments, etc. Are the contents of enterprise system culture. Specifically, the enterprise leadership system refers to the collective name of enterprise leadership style, leadership structure and leadership system. The organizational structure of an enterprise refers to the internal components and their relationships planned and established by the enterprise to effectively realize the enterprise goals, which should match the orientation of the enterprise culture. Management system refers to all kinds of rules and regulations formulated by enterprises in the practice of production management that can guarantee certain rights, including personnel system, production management system, democratic management system and all other rules and regulations.
Enterprise system culture is the guarantee of the implementation of behavior culture and the key link of enterprise culture construction.
2.4 the spiritual culture of the core layer
Mainly refers to a spiritual achievement and cultural concept formed by feed enterprises in the process of production and operation under the long-term influence of certain social and cultural background and ideology. Including enterprise spirit, enterprise management concept, enterprise ethics, enterprise values, enterprise style and so on, is the sum total of enterprise ideology. For example, the phrase "Dabeinong's career is everyone's career" highly condenses Dabeinong's corporate culture.
3 ways to implement 4R in corporate culture
How to implement corporate culture is a concern of every feed enterprise. If the direction is right, we need ways to make things go smoothly. The following 4R path is such a way.
Step one, R 1, enter the eye.
Rl refers to the cognition of corporate culture. Sort out and condense the core of corporate culture: vision, mission and core values, and write a system (manual) so that all employees can understand and perceive their corporate culture.
Corporate culture is owned by enterprises and needs to be recognized by all employees. So how to realize the cognitive * * * of human eyes? First of all, we should create an atmosphere, such as designing and printing in corporate culture handbook, organizing and planning related activities. Secondly, it is necessary to conduct an assessment to ensure the degree of entry through assessment.
Step two, R2. Keep sth in mind
Into the brain R2, refers to the recognition of corporate culture. Through training and discussing the core of corporate culture. Let all employees recognize and feel their corporate culture.
The main steps and methods of entering the brain: first, preaching and training. It is necessary to provide training for middle and senior leaders on the basic knowledge and core concepts of corporate culture. At the same time, it is necessary to publicize and train the core concepts of corporate culture for grass-roots employees: the second is the examination. With the help of some activities, such as knowledge contest, poetry reading, kanban, etc. , organize corporate culture assessment.
Step three, R3, enter the heart.
R3 refers to the recognition of corporate culture. Through discussion and discussion on the core of corporate culture, essay writing, collecting speeches and stories, and reporting results, all employees can recognize and feel their corporate culture.
Step four, R4, let's get started.
Manpower R4 refers to the practice of corporate culture. Through discussion and public commitment, we can turn our ideas into actions and let all employees practice and experience their corporate culture. Main steps and methods: first, summarize the discussion results and form a code of conduct; Second, correct your behavior according to the code of conduct and norms; Third, ideas become behaviors; The fourth is to persist for a long time and gradually form a habit.
4 Correct treatment of corporate culture
Over the years, many feed enterprises have been talking about corporate culture, but in my opinion. In fact, most feed enterprises are far from culture. Culture is something accumulated. Without accumulation, there is no culture. Just as there are many people who have studied for eight years and ten years, there are always few real scholars.
Dabeinong is a rare enterprise with fruitful cultural construction in feed industry. This enterprise established the employee stock ownership mechanism at the beginning of its business, and created hundreds of millions, tens of millions and even billionaires in one fell swoop after its listing. Many owners of feed enterprises want to learn from Dabei Nong's experience. But it didn't get to the point, such as learning from the east and learning from the west, and learning to walk in Handan. Reluctantly develop when there is no culture, and struggle when there is culture. Why? Because the values in the bones of these entrepreneurs are incompatible with the so-called corporate culture he preached, a serious division has formed.
Someone once joked that the most prominent feature of corporate culture construction in feed industry is "selling dog meat by hanging sheep's head". Can the cultural construction of feed enterprises get rid of the embarrassing situation of "saying important, doing secondary, being busy is unnecessary"? This requires enterprises to treat corporate culture correctly on the basis of a correct understanding of corporate culture.
First, don't be superstitious about corporate culture. Corporate culture can't solve the problem of your product sales. Can't solve your brain drain problem. Can't solve your financial problems? Then why build a corporate culture? Very simple, because corporate culture can solve people's problems. Especially the concept. "The Tao is inconsistent." This is an old saying of China. It is also the core of corporate culture construction. Without the same idea, enterprises can only fall apart and cannot form a joint force.
Second, don't fool employees. The boss of feed enterprises should not think that corporate culture is only for employees, and corporate culture is only for displaying corporate image. Don't say one thing to your face, but do another behind your back. Corporate culture is the style of high-level work. "fish begins to stink at the head" is the key to the construction of corporate culture, which is related to the authenticity and effectiveness of corporate culture.
Third, the establishment of executive culture is fundamental. Enterprise culture can not be separated from enterprise management, and management and culture are the relationship of unity of opposites. Culture emphasizes atmosphere and psychological contract, while management emphasizes system and external norms, but they must be organically integrated and there are norms in culture. There is culture in the norms, and only in this way can the construction of corporate culture be implemented. The methods and strategies of culture leaving management will become castles in the air, and the guidance of management leaving culture will become a tool to make money. Therefore, only by transforming excellent cultural ideas into various systems of enterprises, daily behaviors of employees and various processes of enterprises can we form an executive culture.
summary
Culture is a kind of field, which can attract, repel or neutralize people. The attraction of culture depends on the connotation of culture and the level of people's thinking. The operation of enterprises requires feed enterprises to be able to handle this field with ease.
Although corporate culture is the most vague and difficult field in enterprise work, it is also the most challenging and valuable link for enterprises so far, so it needs to take greater steps.
Product is just a carrier, and culture is a sword.
For feed enterprises, knowing these truths and truths will make the landing of corporate culture easy, happy and efficient.