It is very important to sort out your own corporate culture. How to build? How to establish corporate culture? I brought you some knowledge about how to build a corporate culture, maybe you need it.

How to establish corporate culture 1, morning meeting, evening party and summary meeting is to spend some time preaching the company's values before and after work every day. The summary meeting is a monthly, quarterly and annual departmental and company-wide regular meeting, which should be fixed and become a part of the company system and corporate culture.

2. Thinking summary Thinking summary is to regularly let employees compare their behaviors according to the content of corporate culture, and self-judge whether they have met the requirements of the enterprise and how to improve.

3. Post slogans to promote corporate culture. Write the core concept of corporate culture as a slogan and post it in a prominent position in the enterprise.

4. Set up advanced models and set up visual behavior standards and concept signs for employees. Through typical employees, let them clearly understand "what is active work", "what is active work", "what is professionalism", "what is cost concept" and "what is high efficiency", so as to improve employees' behavior. These behaviors are difficult to describe quantitatively, and only concrete images can make employees fully understand them.

5. Authoritative preaching Introducing external authoritative preaching is a good way to build corporate culture. 6. Studying abroad is also a good way to build corporate culture, which undoubtedly implies to employees that the requirements put forward by the enterprise management authorities are reasonable, because others have already done so, and we have not done so because we have not worked hard enough. We should improve our work and learn from others.

7. Story The story about the enterprise is circulated within the enterprise and will play a role in the construction of corporate culture. 8. The history showroom of enterprise entrepreneurship and development displays all items related to enterprise development.

9. Cultural and sports activities Cultural and sports activities refer to singing, dancing, sports competitions, National Day parties, New Year parties, etc. In these activities, the values of corporate culture can run through.

10, introducing new people, new culture and new employees will inevitably bring some new cultures, and the integration of new culture and old culture will form another new culture.

1 1. Conduct mutual evaluation activities. Mutual evaluation activity is that employees evaluate their colleagues' work status in public according to the requirements of corporate culture, and also evaluate how they do in public, and how their colleagues evaluate how they do. Through mutual evaluation activities, we can clarify contradictions, eliminate differences, correct shortcomings, carry forward advantages and distinguish right from wrong, so as to achieve the optimization of working conditions.

12, the role model of leaders plays a great role in the formation of corporate culture.

13. The establishment of enterprise newspaper (corporate culture wall) is an important part of corporate culture construction and an important carrier of corporate culture. The enterprise newspaper is a window to publicize the enterprise to all the public and customers related to the enterprise inside and outside the enterprise.

How to establish an appropriate corporate culture? Any enterprise, from a few people to hundreds of thousands of people, will form and precipitate some basic cognition, beliefs, values and norms that everyone enjoys and abides by in the process of its survival and development. This is the unique personality essence of this enterprise, and eventually forms the cultural characteristics of an enterprise.

Most enterprises, large and small in society, have no clear understanding of what corporate culture is. They don't think that corporate culture is a cultural activity of Party building (fashion activity), but they think that corporate culture is a collection of ideas and propaganda slogans (face project), but they don't know the true meaning of corporate culture, and they are seeking its appropriate, effective and leading management practical significance.

If an enterprise has no culture, just as a person has no soul, it cannot survive and develop continuously; A well-educated enterprise, without a good positioning, is like a pearl that is not strung together, and will not continue to develop.

How do private enterprises establish distinctive corporate culture?

Question: I am the human resources director of a private enterprise. Company/kloc-more than 0/00 people, all young people, college degree or above. Corporate culture has been bothering me. I don't know if corporate culture is the product of pure spirit, which has nothing to do with material construction. How to establish a distinctive corporate culture? (Questioner: bettyz)

Answer: Corporate culture is the common belief of employees in corporate goals, values and behaviors, and it can also be said that it is the attitude and method of employees to do things. However, employees' behaviors and values are inevitably influenced by various rules and regulations, workflow, leadership style and many other factors. Therefore, we can't simply think that corporate culture is just a spiritual thing and has nothing to do with material construction.

But it is undeniable that culture is indeed an invisible thing, which permeates every corner of the enterprise like air.

In a sense, the leadership style and attitude of corporate CEO have played a very key role in the formation of the whole corporate culture. As the saying goes, "As you sow, so you reap", if the CEO can correctly judge the development stage of the enterprise, convey the company's business strategy and vision to middle managers and employees in time, and get their approval, and at the same time, correct and reshape the connotation of corporate culture in time, then culture will help the enterprise implement its business strategy and promote employees to develop in the direction that the enterprise hopes. On the contrary, the effect is completely opposite.

I once came across such a typical case that a CEO encouraged innovation very much, which was originally a good cultural connotation. The CEO reflects to the management, but frequently adjusts the organizational structure, about once every two to three months. Under normal circumstances, the establishment of the new framework needs a running-in period to see whether it meets the current development needs of enterprises. Therefore, the management must be extra cautious when deciding to adjust the organizational structure. Like the CEO just now, instead of advocating innovative culture internally, many employees are at a loss and worried all day, because no one knows which position they will be transferred to tomorrow.

In addition, although many enterprises very much hope to establish a strong corporate culture, they often separate it from the process change or organizational change of the enterprise, and it is actually a very one-sided approach to simply change from culture to culture. Under normal circumstances, the shaping of corporate culture should pay attention to both internal and external aspects.

The first is internal construction, mainly because enterprises should let employees know what they advocate and encourage in time, which will subtly affect their daily work behavior. Over time, these advocated and encouraged contents have become a part of corporate culture. XXXX Company has always attached great importance to environmental protection and social care, and this spirit has deeply penetrated into every part of the company. For example, when producing inkjet printers, they are very concerned about whether the materials used can be recycled; At the same time, the company also encourages employees to participate in various public welfare activities such as visiting nursing homes.

The second is external construction, which mainly refers to how enterprises can transfer the cultural essence advocated internally to the market through effective channels, such as leaders accepting media interviews, participating in and sponsoring various public activities. To help enterprises establish a good image of "social citizens".

From another point of view, this actually involves the talent strategy of enterprises. "Like-minded" is often the main reason why enterprises can attract talents. The "ambition" here actually refers to talents' recognition of corporate culture and long-term goals. Watson Wyatt often encourages customers to establish their own employer brands, because after all, only by retaining and attracting outstanding talents and working together with the company can we bring sustainable development momentum to enterprises.

As long as the enterprise is established, there will be enterprise culture. If we don't discuss the system construction of an enterprise, evaluating an enterprise's corporate culture can only be an empty and untrue subjective guess. The significance of system for enterprises lies in that it has established a strong support for the realization of managers' wishes. Under the premise of being recognized by employees, the inevitable contradictions in enterprise management will be weakened from the opposition between people to the opposition between people and systems, which can better restrain and standardize employees' behavior, reduce the opposition or reduce the sharpness of opposition, and gradually form a corporate culture with its own characteristics.

1, it is necessary to examine whether various systems are based on the fundamental needs of enterprises and whether they are related to the most essential goals of enterprises. As the saying goes: Without rules, there would be no Fiona Fang. Institutional culture construction is the skeleton part of enterprise culture, and any enterprise will become fragmented without the system. However, the system reflects the basic idea of an enterprise and the basic attitude of the enterprise to society and people, so the system is not free from any restrictions. The system must proceed from the fundamental needs of enterprises and is the maintenance of the fundamental needs of enterprises. There is no doubt that all kinds of problems are related to the survival of enterprises, including product quality, safety and customer relationship. , must be clearly defined by the system. The system is not as complicated as possible, nor can it be strict. The system should not only reflect the high degree of constraints and norms on people, but also fully trust and respect people. This requires that the system must be based on demand, and the demand-based system is acceptable even if it is strict.

2. It is necessary to examine whether the system can balance the interests of the direct participants and produce mutually restrictive effects. As the embodiment of justice, institution requires not only fairness in its form but also fairness in its content, so as to balance the interests of direct participants under institutional constraints and reflect the symmetry of rights and obligations. Formally, the system is a restriction on people's interests. Since it is a restriction, the relative person has a certain psychological endurance, and it is the fairness and justice of the system content that determines this endurance. At the same time, every member under the system constraint is both the subject and the supervisor. If the content of the system is unfair, it will not be recognized by all employees.

3. It is necessary to review whether the procedures for introducing the system are fair and standardized. Without a fair procedure, institutional management may fall into the category of power management. When the power develops to a certain extent, it will often lead to the result of "referring to the deer as a horse", which puts forward the important significance of the system creation procedure. Institutional culture objectively excludes power, but subjectively relies on power, which is always displayed. It is not uncommon that the system construction of contemporary enterprises is permeated with powerful elements. Imagine how many enterprises have really completely eradicated the situation of changing rules and regulations. Moreover, the more irregular the management, the more serious this situation is, and the more it is, the more it runs counter to the construction of corporate culture.

4. It is necessary to examine whether the implementation of the system is truly strict and equal. The best effect of system implementation is the general identity psychology under the principle of non-discrimination, which is also a difficult problem in system implementation. Because everyone's position in the enterprise is different, and the supervision and implementation departments of the system have different positions in the enterprise, it is difficult to achieve complete fairness and equal treatment when implementing the system, which will often affect the effect of the system and endanger the ultimate goal of the system.

Therefore, the "soft" and "hard" embodied in institutionalized management in corporate culture construction are not antagonistic. The key is whether the whole process from system formulation to implementation really reflects the connotation of justice and the fundamental needs of enterprises. If this requirement is met, institutionalized management will lay the core content of enterprise culture and become a powerful driving force for enterprise development.

;