The basic procedures for shaping corporate culture generally include four links: investigation and summary, freeze-frame design, publicity and promotion, and improvement and promotion.
(1) survey summary
Except for newly-established enterprises, most enterprises shape their own culture on the basis of the original "culture", that is, they are all "non-zero starting points". Therefore, to shape corporate culture, we must first do a good job of investigation and study, master and summarize the existing cultural conditions of enterprises and various factors affecting corporate culture, and make preparations for the freezing of corporate culture. The main contents of the survey include:
(A) the operating conditions and characteristics of the enterprise
Due to the different business conditions of enterprises, there are differences in commodity types, business characteristics, business technology, labor characteristics, market risks, management methods and so on. These differences often determine the industry characteristics of enterprise culture, that is, the individual characteristics of enterprise management. Therefore, defining the business scope of enterprises and the differences in management caused by it can make the shaping of corporate culture targeted and feasible.
(B) the main contradictions faced by enterprises
The main contradiction faced by enterprises is often a breakthrough in shaping corporate culture. For example, some enterprises have poor product quality and competitiveness, some enterprises have amazing management confusion and waste, some enterprises have dim market prospects, people are distracted, staff morale is low, and some enterprise managers have serious bureaucratic habits. Shaping corporate culture from these major contradictions can arouse the voices of employees and enhance the practical value of corporate culture.
(C) the quality of enterprise employees
Employees are the carrier of corporate culture, and the quality of employees directly affects the establishment and development of corporate culture. For example, the influence of traditional culture and employees' social experience directly affect their attitude towards reform; The level of workers' culture, technology and political thought determines their way of thinking and ambition. Only by correctly grasping the quality of employees can the framing design of corporate culture adapt to it, and employees can consciously identify with and reflect the framing corporate culture.
(d) the location and cultural form of the enterprise
The difference between the region and the market where the enterprise is located directly affects the business philosophy and mode of operation of the enterprise, and also affects the values and pursuits of employees. For example, enterprises located in coastal open areas often have typical "Shanghai culture" characteristics, while mainland enterprises often have obvious "inland culture" characteristics. Of course, the development of commodity economy can break through geographical boundaries, and coastal areas and inland areas can be connected into a market. However, different geographical and economic environments have their own characteristics and advantages, which must be taken into account when shaping corporate culture. The humanistic environment outside the enterprise is also an important influencing factor, which mainly refers to the political environment and social and cultural environment of the enterprise. Enterprise is an open system. Only by clarifying the humanistic environment of enterprises and its influence on enterprises can we shape an adaptable corporate culture.
(5) the fine tradition of the enterprise
The fine traditions of enterprises are the cultural highlights formed in the history of enterprises, including good experiences, traditions, customs, habits and advanced deeds of model figures formed in the long-term management practice of enterprises. These fine traditions often reflect the characteristics of future corporate culture development.
(six) the existing cultural status of the enterprise
That is, by understanding the basic value orientation, emotions, expectations and needs of employees in enterprises, such as employees' satisfaction with enterprises, understanding of their own work, work motivation, morale, interpersonal communication tendency, sense of change and desire to participate in management. The basic values and ethics of enterprises are clearly defined. This is the most direct ideological and cultural resource for shaping corporate culture.
(seven) the adaptability of the existing culture of the enterprise
That is, whether the basic values, ethics, business guiding ideology and employee code of conduct of the above-mentioned enterprises are compatible with the development goals and external environment of the enterprise. The adaptability of enterprise's existing culture determines the choice of existing culture when the enterprise culture is fixed.
⑵ Fixed frame design
The framing design of enterprise culture refers to the analysis and summary of the existing cultural situation of the enterprise, fully considering the influence of business scope, staff quality, main contradictions faced by the enterprise, geographical location, humanistic environment, fine tradition of the enterprise and adaptability of the existing culture. It is a fixed concept to express positive corporate values in exact written language. The fixed framework design of corporate culture should follow the following principles:
(A) proceed from reality and actively innovate.
The fixed frame of corporate culture cannot be divorced from reality. Only by adapting the fixed corporate culture to the internal and external environment of the enterprise and the existing quality and mentality of the employees, truly reflecting the voices of the employees and embodying the traditions and characteristics of the enterprise, can it be recognized and accepted by most employees of the enterprise, and can it gradually take root in the group consciousness. However, the fixed corporate culture is not a simple summary, induction and expression of the existing culture, but a sublimation, innovation and a sense of advance of the existing culture, so as to keep the corporate culture advanced and play a positive role in guiding and promoting the development of enterprises.
(B) the combination of creating individuality and embodying * * *
Undoubtedly, the fixed framework of corporate culture should have distinct personality characteristics, which reflects the unique cultural beliefs and pursuits of enterprises. With personality, it is targeted and instructive. However, we should also see that there are many * * * pursuits in corporate culture under a certain social and political system, economic conditions and social and cultural environment, such as market economy, which also shapes the market concept, competition concept and customer concept of enterprises. Only by creating individuality, paying attention to embodying * * * and absorbing beneficial cultural elements from social culture and other corporate cultures can the frozen corporate culture have strong vitality.
(C) the combination of leading organizations and mass participation
The freeze-frame of corporate culture is generally organized by corporate leaders, widely mobilized by the masses, repeatedly discussed from top to bottom, confirmed by corporate leaders and employees, and finally determined. The solidification process of corporate culture is not only the process of employees' participation in discussion and decision-making, but also the process of employees' self-inspiration and self-education, and it is also the process of value communication between enterprise leaders and employees. Therefore, the framing design of corporate culture can not be completed by individual leaders of enterprises, but by all cadres and workers of enterprises.
(3) Publicity and promotion
After the corporate culture is settled, we must create conditions to put it into practice and publicize it. That is, the values determined by corporate culture are fully reflected in all economic activities and employee behaviors of enterprises; At the same time, take necessary measures to strengthen the new values, so that they can be further recognized by employees in practice and the new corporate culture can be gradually promoted. Specific needs to do the following work:
(A) actively create a management system and mechanism to adapt to the operation of new corporate culture. Continuously deepen enterprise reform, improve operating mechanism and implement scientific management; Strengthen the political and professional training of employees, and constantly create well-trained employees; Actively carry out democratic management activities and create a democratic and harmonious "family environment"; Improve the distribution mechanism and build enterprises with consistent interests.
(2) Strengthen publicity. By indoctrinating and educating employees, especially new employees, holding corporate culture propaganda publications, carrying out theoretical research on corporate culture and various production and business activities or cultural and sports activities aimed at promoting corporate culture, enterprises have formed a strong public opinion atmosphere, allowing employees to subtly accept new values and gradually use them to guide their actions.
(3) Business leaders set an example and actively advocate. Enterprise leaders are responsible for enterprise system construction, production and operation, and are also advocates and demonstrators of enterprise culture, which plays an important role in shaping new enterprise culture. After the corporate culture is fixed, corporate leaders should actively publicize and practice it in their work practice, so that employees can see what the enterprise advocates, what it opposes, and what standards and norms to work with. On the contrary, if leaders do not advocate and practice, corporate culture will not be strengthened among employees. Over time, it will only become a mere formality and fall into empty talk. After careful design, the positive corporate culture will gradually return to its original state.
(4) Strengthening the use of the system. Consolidating intangible corporate values should not only stay in slogans, but also be invisible and tangible, and permeate into every regulation, policy, work norms, standards and requirements of the enterprise, so that employees can feel the guiding and controlling role of corporate culture in every business management activity.
(5) Encourage correct behavior. The final formation of enterprise values is a process of individual psychological accumulation, which needs to be continuously strengthened. When people's correct behavior is encouraged, this kind of behavior can reappear, and then become a habit to be stable, and gradually penetrate into people's deep concepts. Not only that, encouraging correct behavior also sets a practical example for others, thus producing imitation effect. Therefore, it is an indispensable part of consolidating enterprise values to constantly encourage and strengthen behaviors that meet enterprise value standards.
(4) Perfect promotion
After being frozen and consolidated in practice, although its core and distinctive contents are not easy to change, with the development of enterprise management practice and the changes of internal and external environment, enterprise culture still needs to be continuously enriched, improved and developed. Enterprise leaders should rely on the masses, actively promote the construction of enterprise culture, absorb the essence of social culture and foreign culture in time, eliminate the negative elements precipitated in their own enterprise culture, and make the enterprise culture sublimate and improve continuously, so as to better meet the needs of enterprise reform and development.
The perfection and improvement of corporate culture is not only the end of one process in the process of corporate culture formation, but also the beginning of the next process, which is a stage connecting the preceding with the following. The development process of corporate culture adapts to the development of enterprises, and it is a process of continuous accumulation, dissemination, conflict, selection, integration and change, which is endless. The shaping of corporate culture cannot be completed in one or two cycles. It adapts to the movement of corporate culture and has no end. However, it should be noted that once the positive corporate culture system and model are formed, it will play a role for a long time. The task of shaping corporate culture is to actively accumulate, spread, enrich and improve in more cases. Only when great changes have taken place in the internal and external environment of the enterprise and fierce conflicts have taken place in the corporate culture, which requires selection, integration and transformation, the task of shaping the corporate culture is to completely abandon the old culture, reconstruct and create a new corporate culture.
The construction of enterprise culture must follow such a basic step as investigation, formulation, publicity, promotion and promotion. These links are inseparable, interrelated and cyclical. If we ignore any of them, cultural construction will be difficult to succeed.