whether an enterprise can become stronger and bigger depends not only on good products and talents, but also on good cultural management. An enterprise without culture is doomed to be lifeless and uncompetitive. Recently, this Harle had a lot of feelings after reading Cultural Management!

Cultural management is an extension of corporate values; It is an industry norm and thinking habit naturally formed by enterprises in the process of survival and development; It is a feeling that can only be understood, but can't be expressed. As long as a person stays in one place for a long time, he will gradually be infected by this culture. And then integrate into this culture. System is not cultural management, slogan is not cultural management, slogan is not cultural management, and anything that can be touched, seen and copied in an enterprise is not cultural management. Cultural management is a code of conduct and habit of thinking that is unclear, obscure, intangible and invisible in an enterprise, but everyone can feel it. Every employee is eager to be an excellent employee, eager to get the support and appreciation of others, and "Cultural Management" points out the direction for each of our employees. The standards of excellent employees are: faster, better and better as the goal, initiative, responsibility, teamwork and originality as the work style, and the passion, willingness and courage of officers as the career goal.

I think I will try to do the following in my future work:

First, I must have a positive and proactive attitude in my work. A person's work attitude reflects his attitude towards life, which determines a person's possible achievements, and work is the projection of life. An optimistic and enthusiastic person, whether he is at the grass-roots level or as a manager or boss, will think that his work is a sacred duty, and take what he likes and enjoys as a mission with strong interest, so that he can discover his unique ability. The most important thing is to keep a positive attitude, even if it is hard and boring work, you can feel the value from it.

Second, no matter what you do, you must do your best. Whether this spirit exists or not can determine the success of a person's future career. If you can give full play to your strengths with flame-like enthusiasm, you will not feel tired no matter what you do. Even if you do the most ordinary work, you can also become the most exquisite employee. This tells us that we should work with initiative and hard spirit everywhere, so that even in a mediocre career, we can do great things. Pay attention to details, make daily work professional every day, keep learning in daily work, keep innovating when encountering difficulties, and stick to it for a long time.

Confucius said, "I will be a three-province man a day." In our respective posts, we should ask ourselves every day, did I work hard today? Did you really fulfill your duties? Have all the system requirements of the company been seriously implemented? Only in this way can we live up to our mission, dare to be accountable, make continuous progress, and reflect our personal value and life significance in promoting the sound and rapid development of enterprises.

Finally, I would like to tell you with the famous words of Paul Kochagin: A man's life should be spent in this way. When looking back, he will not regret wasting his time, nor will he be ashamed of doing nothing. Let's keep in mind the teachings of the chairman and the essence of the book, bravely shoulder our due responsibilities, and put our limited life into the infinite career of the company! Reflections on cultural management 2

I listened to Mr. Liu's class today. Although it is for middle managers, as an ordinary employee, I was also very inspired after listening to it. Teacher Liu Tian simply divides the work of managers into management and leadership. The former teaches people how to do things correctly, while the latter teaches people to do things correctly. From this, the concepts of system and culture, execution and leadership, performance and communication, being a man and doing things are extended. As Liu Tian said, for companies in the transition zone of rule by man and rule by law, management can only achieve execution and performance by relying on the system, and the shaping of leaders' moral character and cultural management extended from moral character will play a great role in the cohesion and encouragement of the team. The left hand is management and the right hand is leadership, and the combination of the two can make the enterprise

last forever.

Over the past two years, I have gradually learned something about the real estate industry and the company. Combined with this course, I have the following simple understandings: First, because the real estate industry has a long value chain, it requires high risk control and professionalism, and each project is like a long-distance

power race, so it requires high knowledge and leadership for managers, and responsibility is a necessary prerequisite for being an excellent manager; Secondly, in terms of system, our company has a profound Employee Handbook, and other systems are also very complete. However, the company has not learned and popularized the system enough. Employees either lack respect for the system or use it rigidly. How to respect the system, restrain people's evil side, and how to use it well to improve efficiency are problems that need to be solved. Thirdly, on the day I arrived at the company, a leader told me about the communication between departments and the phenomenon of pushing the committee when something happens. I was deeply moved by his confession. As an old saying goes, "Birds of a feather flock together." The elites of all departments in the company are all capable people in their respective professions. Even for a department and a project, there is an obvious division of labor, and from the character, they are also engaged in prophase, engineering and sales. Finally, shaping a good cultural management can inspire people and unite people's hearts. Among them, the talent standard and orientation of enterprises are the birthplace of culture, such as the coupling of old employees and new employees. The quality of enterprise stock talents determines the quality of incremental talents. Whether the stock talents are inclusive and influenced by good cultural management will indirectly affect whether new employees can play their best in this position. Reflections on cultural management 3

In the business world, there is a saying: "The system is a brick, and even the best design will have gaps; Culture is mud, everywhere. " As a country lacking in resources, Japan has sprung up on the ruins of war at an alarming rate in less than 3 years. What is the secret? Some people think that Japanese enterprises make full use of cultural management to enhance their competitiveness. In the period of rapid economic development in China, all kinds of enterprises also attach great importance to their own internal cultural construction. However, the development of cultural management in China is not normal, or even almost retrogressive. Most enterprises' understanding of cultural management stays at a very shallow level. I don't think this phenomenon can be completely blamed on enterprises, and the bad orientation of the industry bears considerable responsibility. At present, there is a tendency of "generalization" in cultural management. Consulting experts and scholars have published many books to discuss cultural management, but they often make this problem too complicated and make it a system, which is difficult to implement. For example, some company leaders said at the beginning that their cultural management should be made into 25 "views", including talent view, development view, benefit view and so on. According to this idea, cultural management is a thick book, but it is not necessary. The more concise and clear the cultural management, the better. One more thing, the situation of state-owned enterprises and private enterprises is also different, because for state-owned enterprises, the pressure of market competition is not great, and they just need to finish their work, but private enterprises have to start from scratch and are very worried. Therefore, private enterprises are more concerned about how to use cultural management to manage and improve their competitiveness. In this respect, our hearts are full of pride. In our Dongzhou Group, the culture is simple but profound, which can be summarized as "sincerity, diligence, simplicity and prudence".

cultural management includes three aspects: mission, vision and values. The mission is to say what an enterprise does; Vision refers to where the enterprise is going, that is, what goals are to be achieved; Values refer to the ways to achieve goals. Here, the most important thing is the management of values. What I understand as "value" is the irreplaceability of a thing. For example, enterprises set up "innovation" as their own values, which means that "innovation" is the value orientation that can best guide enterprises to achieve their goals, and it is irreplaceable by other things. The ideal cultural management is concise and clear values that can help enterprises improve their core competitiveness. Here, I particularly emphasize the word "clear", because I see many enterprises, please consult the company to help establish cultural management, which is comprehensive and rich. But it should be thought that the more comprehensive this kind of thing is, the more difficult it is to leave a deep impression on people, and the more difficult it is to produce a buzz among employees. From the perspective of humanized management, setting so many rules and regulations for employees' work is not conducive to giving full play to their talents. In addition, enterprises use a lot of manpower, material resources and financial resources, but convey some messy information, which is also a huge waste. The cultural management of many famous foreign enterprises is very simple, generally only two to three sentences and at most four points, but it effectively embodies and implements the values of enterprises, and these values are the things that can best enhance the core competitiveness of enterprises. The core values of Dongzhou Group are clear: pursuing the service culture of customer first and integrity; Pursuing continuous innovation in technology and management; Realize the harmonious pursuit of enterprise and individual values; Have a sense of social responsibility that never weakens. And these are often reflected in the daily work of our editorial department. Treat manuscripts casually and carelessly, and the effects and data mentioned in the manuscripts must be verified one by one, which is responsible for the author and the greatest respect for readers.

The establishment of a good cultural management should include three steps: finding problems through investigation and study, inheriting the original excellent genes of enterprises, and deeply planting cultural management. Let's talk about research first. Now the culture of some enterprises is not to find problems through research, and then put forward solutions to the problems, but to collect them from employees. This is not a scientific approach. They think that employees know their own enterprises, but in fact, employees can't stand at the height of the overall situation and master a lot of materials to find problems. It is also very important to inherit the original excellent genes of enterprises, which is the key to maintain the stable development of enterprises. The last and most important point is "deep-rooted cultural management", and "poor deep-rooted ability" is a prominent problem in China's cultural management construction. The main reason for the poor deep-rooted ability is that the cultural system itself is inoperable and there is no scientific operation plan. But in fact, these works are natural and effective after abandoning the formal expression. For example, in the last fun sports meeting held in Shuyang, every employee involved was integrated into it and naturally infected by the atmosphere of unity and forge ahead. These atmospheres are based on careful investigation in the early stage. Therefore, we should ensure that we will face the question of whether cultural management can be deeply planted in the first < P > stage of investigation and sorting out. Good cultural management is "dumbbell-shaped", emphasizing both ends and neglecting the middle, that is, emphasizing research and deep planting and neglecting formal performance. However, most state-owned enterprises are doing the opposite, showing a "spindle-shaped", emphasizing both ends and middle, that is, emphasizing research and deep planting and emphasizing formal floating performance.

cultural management is not static, it changes with the changes of enterprises to meet the needs of continuous development of enterprises. However, the change of cultural management should follow the principle of "the core is unchanged and always changing". For example, a company's cultural management has three main points. According to different stages and circumstances of development, the company may adjust the order of these points, but the core concept will not change, which is also a manifestation of the company's good adaptability and relative stability. When enterprises need new ideas and vitality, recruitment can also bring these things to enterprises. Recruiting employees with different characteristics can make cultural management more inclusive and eclectic, so that all kinds of employees can play their greatest role in the positions that are most suitable for them. At the same time, through recruitment, many new employees who don't know much about cultural management enter the enterprise, and some new ideas and ways of thinking on them collide and influence each other with the old cultural management. Finally, they accept this cultural management and at the same time promote the development of cultural management. Reflections on cultural management 4

I really understand and understand it after I have been familiar with cultural management this week. The importance of cultural management to an enterprise, and the role of cultural management, every excellent enterprise. Our cultural management can be said to be a Shunchi culture, and the team's learning and growth ability is the ultimate driving force for strategy implementation and company development, and is the foundation of all strategies. Implementing the strategy requires culture and atmosphere. Our action plan is an overall framework, which clearly expresses the integration of core values, strategy formulation, strategy implementation and expected results. Through the implementation of the plan, we will build a strong team. The soul of cultural management-core values, mission-like passion, insatiable challenge spirit, and team spirit of creating miracles make everyone full of passion, dare to struggle and dare to challenge, and the person who hopes to create miracles is himself. Only in this way can we surpass ourselves. Everything needs an efficient execution, and the key to execution is determination and attitude. We should do what we say, not just do what we say. Results-oriented is a process of efficient execution, not to cope with the process. Execution is the guarantee of supervision and inspection. Reflections on Cultural Management 5

After reading Cultural Management, whether an enterprise can become stronger and bigger depends not only on good products and talents, but also on good cultural management. Enterprises without culture are doomed to be lifeless and uncompetitive. Recently, this Harle had a lot of feelings after reading Cultural Management!

Cultural management is an extension of corporate values; It is an industry norm and thinking habit naturally formed by enterprises in the process of survival and development; It is a feeling that can only be understood, but can't be expressed. As long as a person stays in one place for a long time, he will gradually be infected by this culture. And then integrate into this culture. System is not cultural management, slogan is not cultural management, slogan is not cultural management, and anything that can be touched, seen and copied in an enterprise is not cultural management. Cultural management is a code of conduct and habit of thinking that is unclear, obscure, intangible and invisible in an enterprise, but everyone can feel it.

every employee is eager to be an excellent employee and get the support and appreciation of others. Cultural Management points out the direction for each of us. The standard of excellent employees is: faster, better and better as the goal, initiative, responsibility, teamwork and originality as the work style, and the passion, willingness and courage of officers as the career goal.

I think I will try to do the following in my future work:

First, I must have a positive and proactive attitude in my work. A person's work attitude reflects his attitude towards life, which determines a person's possible achievements, and work is the projection of life. An optimistic and enthusiastic person, whether he is at the grass-roots level or as a manager or boss, will think that his work is a sacred duty, and take what he likes and enjoys as a mission with strong interest, so that he can discover his unique ability. The most important thing is to keep a positive attitude, even if it is hard and boring work, you can feel it from it.