People and culture are the source of enterprise competitiveness and the basic driving force of enterprise sustainable development. Cultural management is the development trend of modern enterprise management. How to make corporate culture land? Let's take a look!
How to make corporate culture a reality? First, adhere to the concept of corporate culture in the form of management system and mechanism, meet the needs of grassroots and employees in a diversified way, and mobilize the enthusiasm of grassroots and employees to participate.
Soft management, slogans and ideas should be truly implemented and play a role. You must take root. The "landing" of culture is to transform culture into daily management standards and employees' work behavior. That is, it is integrated into all aspects of post responsibility standards, management assessment methods, performance incentive mechanism, team internal relations, post workflow, employee training system, production and living conditions, etc., forming standards that all employees jointly abide by and follow and are eager to implement. This requires the concept of corporate culture to be reflected in the system and mechanism, so as to meet the needs and interests of employees in all aspects and mobilize the enthusiasm of employees to participate.
First of all, we must meet the spiritual needs of employees. Adhere to the "three studies" system of "weekly study by leading bodies, monthly special study by organs, and quarterly centralized guidance and study by cadres", carry out thematic publicity activities such as "laying a solid foundation, practicing internal strength, increasing production and reducing costs to a higher level" and legal education of "cherishing the road of life and staying away from oil-related crimes" to meet the needs of employees from the spiritual level and build a staff with high political quality and hard work style. Secondly, it is necessary to meet the professional needs of employees. College graduates' quality improvement plan of "mastering one post, connecting two posts and learning more posts" and the goal of "laying a foundation in one year, bearing heavy burdens in two years and achieving results in three years", and carrying out "personal world" activities in classes and "five exercises" in learning teams and groups have built a diversified stage for employees to grow into talents and become an effective way for employees to show themselves and improve themselves. The third is to meet the emotional needs of employees. Adhere to activities such as "four must-see", "five must-talk", "send coolness", "send affection", "send true feelings", "family photo" and "birthday party" in summer to reflect the warmth of "home" and stimulate employees' sense of belonging in the collective family. Fourth, to meet the needs of employees' growth, we should adhere to the grading assessment mechanism for employees in class and station, the competition mechanism for stationmasters, the open recruitment mechanism for scientific and technological cadres, the performance assessment mechanism for second-level teams and the three-level evaluation mechanism for typical tree selection, so as to create a talent environment with equal opportunities and fair competition for employees, and at the same time mobilize the enthusiasm of employees to devote themselves to work and become talents based on their posts. Fifth, we must meet the cultural needs of employees. Use team spirit to unite people, use life motto to inspire people, use civilized behavior to guide people, use "eight honors and eight disgraces" to shape people, use dynamic and static cultural layout and diversified carrier activities to create a brand of "special oil people", create a clean and honest cultural atmosphere, and realize the close combination of employee value and enterprise value.
Only by meeting the five needs of employees can employees accept and participate in the construction of corporate culture, and they are willing to let corporate culture influence and guide their work and life. Only the "landing" of corporate culture can make the work happy, make employees confident, make the enterprise full of vitality and truly exert the vitality of corporate culture.
Second, adhere to the refinement and quantification of cultural connotation into specific measures and norms to enhance the appeal and appeal of culture.
The industrial age produced a typical management system: you can't be late for work. The appearance of this system is caused by the requirements of standardized operation in all links of assembly line operation. It is extremely useful for socialized large machine production, and it is indeed clear and specific. As a result of long-term training under this system, workers have a cultural quality that farmers and other classes can hardly have: cohesion and discipline. It is impossible for any enterprise to have no system management, but whether the system is really useful and effective depends on the degree of cultural progress of the system itself and whether it has strong operability. Therefore, the clearer and more specific the system, the stronger the operability, and the easier it is for the cultural concept of the enterprise to penetrate into the behavior.
The special oil 3.3.4 management method we implement is a 3.3.4 management mode of three-level assessment and three-level evaluation, which determines the assessment score weight and bonus distribution ratio of three major systems of production, operation and management respectively according to the 3.3.4 ratio in enterprise management. Through the assessment and accountability of responsibility points, managers can effectively control all aspects of production and operation management, thus improving the management level of enterprises. The division of responsibility points realizes the responsibility to people, the establishment of three evaluations enhances the sense of competition, and the implementation of three-level assessment standardizes the assessment procedures. The management culture with the special oil 3.3.4 management method as the core has consolidated the basic work at the grass-roots level, stimulated the enthusiasm of employees, and formed a good atmosphere with more job responsibilities, more prominent technical efficiency of cadres, more typical demonstrations and stronger sense of competition. Received a cohesive, inspiring and inspiring effect.
Carry out the special oil 3.3.4 management method, implement the work mode of point-by-point contract management, and queue up for evaluation and selection according to performance and management level, so that employees can deeply feel the serious working atmosphere of attaching importance to team performance and pursuing Excellence. With these feelings, employees can always feel the progress of their production and living environment and feel different from other units, so that every new employee and foreigner can feel an atmosphere different from other places. This has greatly enhanced the appeal and appeal of corporate culture. With these feelings, employees will actively participate in this management, and they will try their best to improve and expand the shortcomings and fields of this culture. Their ideas and construction are a powerful driving force for us to better promote cultural construction.
Third, adhere to the typical promotion methods and strengthen the execution of corporate culture.
The propaganda of corporate culture should be typical and pragmatic. Where is the typical, the typical is at the grassroots level. In the practice of the broad masses of workers, we should use our brains, concentrate on innovative practice, focus on the grassroots, accumulate materials from a large number of vivid cases at the grassroots level, explore and cultivate different levels of models in all aspects of tree selection, and drive the work with models. We should pay attention to discovering and refining the spirit of the times and advanced ideas from typical figures, so as to make our corporate culture propaganda more attractive, appealing and vital. Just like the "Iron Man Spirit" of Daqing Oilfield, they have been able to meet the challenge, get out of the predicament and build the largest oilfield in China. The most fundamental thing is to always inherit and carry forward the "iron man spirit", adhere to a high degree of responsibility for the country, and ensure that the overall awareness and dedication of petroleum strategic security remain unchanged; The entrepreneurial spirit of hard work and pioneering spirit is the same; Respect for science, pragmatic style unchanged; People-oriented, caring for employees remains unchanged. "Iron Man Spirit" has become the core spirit of China Petroleum and the soul of China Petroleum. These fine traditions are the cultural roots and genes that we must learn and inherit. To publicize and implement corporate culture, we must persistently re-educate the iron man spirit and fine traditions, constantly endow them with new connotations of the times and carry them forward.
With the development and progress of the times, a large number of typical collectives and individuals like Tie Wang Man Jinxi have gradually grown and emerged around us. We should vigorously carry forward their advanced deeds, upgrade and refine their experiences and practices, and form a core concept with the characteristics of this enterprise. As the core content of corporate culture, these advanced models are used to promote the "rooting" of corporate culture at the grassroots level.
Fourth, adhere to the diversified model, publicize and advocate corporate culture, and constantly change and guide employees' personal behavior.
In order for corporate culture to take root, we must constantly expand cultural carriers and enrich cultural activities. Make use of existing cultural resources, further consolidate the cultural propaganda position, strengthen the positive propaganda and guidance of employees' cultural ideas, and help employees establish correct behavior norms and continuously improve corporate cultural awareness through various cultural propaganda positions and carriers. Gradually improve the honor display system, display achievements and honors in all aspects, and help employees establish a sense of honor and responsibility; It is necessary to fully tap the cultural and sports potential of employees, establish a file of employees' cultural and sports talents, take the annual cultural and sports activities as the carrier, gradually create high-quality boutique cultural activities, and gradually participate in foreign cultural exchange activities; It is necessary to use popular carriers such as networks and briefings to gradually innovate forms and expand the external influence of enterprises; Continue to carry out the labor competition with the production line as the unit, make the competition activities closer to the actual production, effectively solve the problems in the company's production process, and stimulate the enthusiasm of employees. Only by establishing a diversified publicity model and constantly enhancing employees' understanding and cognition of corporate culture can the work of "taking root" of corporate culture be reliably guaranteed.
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