2 1 century, the theme of corporate culture has changed from "ugly duckling" to "white swan", even known as the "cultural school" of corporate management. With the popularization of the concept of corporate culture, organizations are increasingly aware of its important role in enterprise management. Therefore, not only academic research results emerge one after another, but also practical experience summaries are well known, such as the "HP Way" founded by Hugh Park Chung-su and Packard, Welch's "Cultural Revolution" of General Electric, Dell's customer-centered corporate culture, Wal-Mart's marketing culture and so on. In China, more and more enterprises are aware of the important role of culture, and constantly explore effective ways to build corporate culture in practice, and have achieved gratifying results, such as Lenovo's innovative culture and Huawei's "wolf culture" ... But it remains to be seen whether corporate culture can really take root in people's hearts and play its due role within the company. How to make corporate culture a mere formality and become a popular term of "a flash in the pan" still needs us to do a lot of in-depth and meticulous scientific research. Teacher Tan Xiaofang, an expert on corporate culture, found that many companies in China still have a superficial understanding of corporate culture and have not really understood its fundamental role. Once, the author chatted with the person in charge of a company, and he took the initiative to talk about the importance of the company's core values. When asked what are the core values of his company, he replied: "It's all written in our corporate culture outline." "What the hell is that?" He thought for a moment and said, "I really don't know for a while." In fact, corporate culture is the basis of maintaining the sustainable development of enterprises. Enterprises have success factors because of success. Some of these factors are inevitable factors to maintain the survival and development of enterprises, some are accidental luck or magic, and some can only be short-term factors. But no matter how successful, enterprises will face an unavoidable problem: how to keep the healthy and sustainable life of enterprises in the rapidly changing external and internal environment? This core issue is the focus of corporate culture. Which elements must be preserved, which must be discarded and which must be upgraded and supplemented. For example, what old employees are saying, what new employees are curious about, what managers are teaching, and what outsiders are complaining about can help us verify the authenticity of corporate culture from all angles. Although corporate culture can not directly produce economic benefits, it can penetrate into the bones and blood of employees, stimulate people's creativity, cohesion and execution to the maximum extent with softness, and ensure the good operation of enterprise products and brands, decision-making and implementation, organization and management, thus improving the competitiveness and development momentum of enterprises and promoting their healthy and sustainable development. Jack. Welch once said: a healthy and progressive corporate culture is the source of power for an enterprise to be invincible! It can be said that it took Americans more than a century to realize the importance of corporate culture, and in recent years they have been keen on writing corporate culture manifesto. The construction and management of corporate culture of domestic enterprises should be a patient and lasting work. However, in the process of interview and training, Mr. Tan Xiaofang often saw that the cultural construction of many enterprises did not land, but landed on the wall, with slogans, slogans and posters everywhere, which were hung up and said, and some of them had to engage in activities to expand their influence. No assessment, no evaluation, seemingly vigorous, but in fact it's just a waste of breath and no effect. Why can't corporate culture be old? More and more bosses realize that the bigger and more developed an enterprise is, the more it needs corporate culture. Bosses also painstakingly formulated a set of corporate culture, which was hung on the wall and written in the manual. In general meetings and small meetings, employees are also trained, but all of them are "much cry and little rain", and most of them have become "oral culture", "wall culture" and "coping culture". There are many reasons why culture can't be pushed away in the enterprise and the boss has the final say. The reason for this result is that most bosses don't know that they are corporate culture, and the boss's culture is corporate culture. If the boss has no culture, it is also a kind of "no culture" corporate culture. The boss's words and deeds, especially his words and deeds, and his words and deeds to the management are the corporate culture. Just because the boss wants to promote a set of culture that he thinks is good, and he is doing another set of culture, he can't be left behind. As a result, the "two skins" of culture are separated from each other and even contradictory. The boss does not recognize and practice the corporate culture promoted to employees, especially for management and grassroots employees. In this way, boss culture and corporate culture are two parallel lines, and there will never be an intersection and it is impossible to land. It is a pair of contradictions to raise the construction of corporate culture to a strategic height and make it "land". One way to solve the contradiction is to extract the core values and simplify them, which Zeng Guofan attached great importance to in running the army. The genius of Zeng Zhijun's thought is that he is good at instilling the requirements of political thought into the army in simple terms, thus forming an army with clear political program, United fighting and the envy of heroes. He personally formulated military discipline and camp rules, and compiled easy-to-understand "jingles" to teach soldiers to sing. Handed down are: Army Victory Song, Navy Victory Song, Love Folk Song, Dissolution Song. For example, Zeng Guofan 1858 wrote "Love Folk Songs" in Jianchangying, Jiangxi. This song has such lyrics: "All three armed forces should listen carefully and love the people before starting"; "The first camp is not greedy and lazy, and does not go to others to get the door panel"; "The second way should be carefully studied, and a cashier's office should always be set up every night"; "Three orders must be strict, and soldiers cannot leave the camp." Zeng Guofan personally taught the soldiers to read first, and then know the righteousness. All of them could recite the Love Song, which made the Xiang Army famous. Tan Xiaofang believes that the construction of corporate culture should first master ideas and values, and then reflect them through behavior. Most people who do research and consultation on corporate culture construction in China are people who have never done business: some just read two more books, so they are doctors; Yes, I just spent two years in a foreign enterprise consulting company, and then I came out to play corporate culture. Why not make corporate culture a concept? The cultural construction of enterprises is not to abandon the original foundation of enterprises to graft an excellent culture, which is impossible. We are building a corporate culture, that is, extracting the excellent genes of the enterprise, and on this basis, cultivating the corporate culture that belongs to the enterprise itself and is suitable for the enterprise itself. Only by truly understanding corporate culture and building it according to the correct path can our enterprise create excellent corporate culture and have the hope of lasting success. Teacher Tan Xiaofang put forward five principles that should be followed in the construction of corporate culture: 1, purpose. The purpose here includes two aspects. First, the orientation of corporate culture itself; The second is the goal and direction of corporate culture construction. 2. The construction of open corporate culture must serve enterprises and customers, so enterprises must contact with the outside world, so the construction of corporate culture needs openness. 3. The innovation market is constantly improving, and enterprises are constantly developing. Therefore, if corporate culture wants to better serve enterprises, it must constantly develop and innovate. 4. Participation, participation or humanization. The main body of enterprise culture construction is "people", and the participants of enterprise culture are also "people". The construction of corporate culture always revolves around "people", so the construction of corporate culture must be humanized! 5. Different unique industries have completely different corporate cultures, and enterprises should combine the characteristics of the industry and their own characteristics to establish a distinctive corporate culture. The content of corporate culture construction is briefly described above, and corporate culture management is mainly discussed below. In the early 1980s, Allen? Kennedy and Terence, a professor at Harvard University School of Education? Deere has accumulated rich materials in long-term enterprise management, and deeply felt the importance of culture in enterprise management in theoretical research and practice, and put forward the concept of "cultural management" in their co-authored "Western Enterprise Culture". They said: "The purpose of this book is to provide enterprise leaders with introductory knowledge about cultural management." "We hope to instill in readers a new rule of corporate life in this way: culture is power!" Shane, a famous American scholar, also said in Corporate Culture and Leadership: "The most important ability of a leader is the ability to influence culture. If it is necessary to distinguish between leadership theory and culture, we must realize that cultural management functions occupy a central position in leadership theory. " He believes that cultural management is the management of creating and influencing culture, and it is in a central position in leadership work. The so-called "cultural management" understood by Tan Xiaofang is a modern enterprise management mode which regards the soft elements of enterprise management as the central link of enterprise management. Cultural management starts with people's psychological and behavioral characteristics, cultivates the * * * same values of enterprise organizations and the * * * same emotions of enterprise employees, and forms the organization's own culture; From the perspective of the overall existence and development of the organization, study and absorb various management methods to form a unified management style; Through the cultivation of corporate culture and the promotion of management culture model, the enthusiasm and initiative of employees are stimulated. Someone made a vivid metaphor for "corporate culture": "corporate culture is like an altar of wine, which takes a lot of time to brew and only takes a short time to dilute. This bowl of cultural wine can become more and more mellow over time, or it can become thinner and thinner. " With the development of enterprises from small to large, many enterprises have the problem of corporate culture dilution. If this problem cannot be taken seriously by enterprises and solved in time, it may eventually lead to enterprise crisis. Teacher Tan Xiaofang believes that some enterprises can still adhere to their own individual corporate culture when they are still very young. When the company is big, there will be no way out, corporate values will gradually fade, and the company will soon come to an end. Time can dilute culture, a large number of new employees can dilute culture, and foreign culture can also dilute culture. With the expansion of enterprises, a large number of new employees poured in. If the publicity and training of corporate culture are not done in time, it will lead to cultural dilution. Some groups introduce executives on a large scale through headhunting companies. These "airborne executives" from big companies all come with different strong values. As soon as the new and old employees are integrated, different cultures will be confused, and soon there will be collisions or contradictions, diluting the original cultural heritage of the enterprise. If it is not corrected and integrated in time, it will easily lead to confusion in enterprise management and thinking. At the same time, in the process of consultation and training, I found that students who just left school are more likely to accept corporate culture and integrate into the enterprise faster because they are not branded with any corporate culture. Most enterprises rely on authoritative management in the initial stage, institutional management in the growth stage and cultural management in the mature stage. The result can only be half the effort. I suggest that entrepreneurs start to introduce cultural management from the day the enterprise is born, and take precautions.