To make corporate culture alive, every enterprise has its own culture, but some corporate cultures are just an armchair strategist, and employees of enterprises simply don't know what their corporate culture is. Therefore, making corporate culture alive is the key to the company's development and cannot be underestimated.

Let the corporate culture come alive 1 A few days ago, when the author talked about the topic of corporate culture with some managers of small and medium-sized enterprises, about 90% of the managers only knew the corporate culture and didn't know its purpose. They regard corporate culture as a "virtual" thing and think that it is just some slogans, which are of little use in Chinese. The author also found that in these enterprises, corporate culture has become a real decoration.

Is corporate culture a "virtual" display or a "real" thing? Indeed, if culture wants to play its due role, it will not happen overnight, but it will take years of precipitation and remodeling. From this point of view, it is indeed a bit "virtual", but there is undeniable "reality" in this "virtual", that is, it inspires and corrects the development goals of enterprises all the time. The end point of corporate culture model is to let employees form a code of conduct and mental model that meets the requirements of enterprises. After the formation of this model, it will play a substantial role in promoting the development of enterprises. Generally speaking, in normal times, the role of corporate culture is like the only idle person in the enterprise. The production department is busy with production, the marketing department is busy with marketing, and the finance department is busy with finance. , but only the corporate culture is engaged in internal communication, employee code of conduct, training, quality policy and business philosophy. On the surface, it doesn't seem to have much effect, and I feel that I spend money on Hu Shao. But when we peel off the corporate culture, you will find that behind these forms and slogans are the accumulation and formation of the code of conduct and mental model required by enterprises.

The key issue now, the author thinks, is how to make the corporate culture really "live" or really "real". In the process of enterprise management, enterprise culture is manifested as the harmonious unity of material culture, spiritual culture and institutional culture. Therefore, we must first make the material culture of the enterprise alive. From the moment employees step into the door of the enterprise, they feel the corporate culture all the time. Enterprise environment, employees' mental outlook, employees' working life, etc. To a certain extent, it affects employees' feelings and judgments on corporate culture. The second is to raise the spiritual and cultural spirit. That is to say, the spiritual education of enterprise culture must be in place, so as to truly form the mental model and code of conduct of employees according to the needs of enterprises. The good behavior and mentality of an enterprise employee is actually the result of the infiltration of corporate culture concepts; Third, pay attention to corporate culture governance and replace institutional constraints with cultural governance. The process from small enterprises to large enterprises is actually the process from rule by man to rule by law, and finally to rule by virtue, and rule by virtue is the process of corporate culture governance.

To really make corporate culture alive, it is necessary to make corporate culture as practical as possible, that is, to focus on implementation rather than showing off.

It needs a spirit to make corporate culture alive, and it needs a spirit for corporate development, otherwise it will decline. To become a great enterprise, an enterprise must shape a mature corporate culture and make it have vitality.

First, the construction of corporate culture is imminent

Amartya Sen, winner of the Nobel Prize in Economics, pointed out that corporate culture will become a key factor in the rise and fall of enterprises. This argument is increasingly recognized by all walks of life. In the 1970s, Japan's economy developed rapidly and its gross national product jumped to the second place in the world. By 198 1, the US trade deficit with Japan reached a record high, accounting for 45% of the total US trade. Through reflection, Americans realize that to revive the American economy, we should not be satisfied with scientific and technological innovation and changes in management methods, but should understand the modern market economy from a cultural perspective and rebuild enterprises from a cultural perspective. Many American companies have put forward corporate culture concepts such as people-oriented, providing the best service for users, insisting on taking customers as God, eliminating hierarchical boundaries and strengthening democratic management, which have provided new spiritual impetus for American economic recovery.

Many successful enterprises in China have established mature corporate cultures with their own characteristics. However, Chinese enterprises generally lack the understanding and knowledge of corporate culture. When it comes to CIS, many people only have the impression of product packaging, uniform clothing for employees and so on. In fact, these are just the outermost parts of CIS. The core and soul of corporate culture are the basic beliefs and common values pursued by employees of the whole enterprise, that is, the deep spiritual level of corporate culture. Whether there are spiritual things in corporate culture is the main symbol and standard to measure whether an enterprise has formed its own corporate culture. Many enterprises have not realized the relationship between corporate culture and in-depth reform of enterprises. It is wrong to think that corporate culture is naturally formed in the process of deepening reform. In fact, corporate culture and management system reform interact and influence each other, which is a contradictory unity. On the one hand, corporate culture can be the necessary foundation of management system reform, which can precede the management system reform. Excellent corporate culture can make the reform of management system easier, more thorough and deeper. On the other hand, the deepening of management system reform can also promote the formation and development of excellent corporate culture, so that the whole enterprise can be brave in pioneering and positive. At present, in the process of establishing modern enterprise system, the supporting construction of enterprise culture is often not carried out at the same time, which leads to the introduction of modern enterprise management system is often not deep enough and the effect is not ideal.

It can be seen that the reason why enterprises need culture is that it is closely related to the system management and development strategy of enterprises, and is closely related to the actual management practice of enterprises, serving to solve enterprise problems and standardize enterprise behavior. Shaping corporate culture is a sign of corporate maturity. Corporate culture is not dispensable, but essential for the success of enterprises.

Second, the construction of corporate culture plays an irreplaceable role.

Corporate culture is a culture of practical value to enterprises. Shaping corporate culture is not putting on airs and engaging in formalism, but a value concept that must be put into practice. It focuses on solving practical problems in enterprises and is used to standardize the behavior of enterprises and employees.

Corporate culture has the guiding role of corporate soul. The value concept advocated by enterprises, that is, the value concept that all employees are required to practice in the whole business activities, is the soul of corporate culture, and is ultimately used to guide enterprises to do and how to do it, and to guide employees to do and think.

Enterprise culture has the incentive function to realize enterprise revitalization. A psychologist described the role of motivation as follows: people can exert their 50%-80% ability under the state of material motivation; With proper motivation, my ability can develop by 80%- 100%. When material incentives reach a certain level, there will be a phenomenon of diminishing margins; The inspiration from the spirit is more lasting and stronger. It is necessary to establish a personnel management mechanism in which talents can go up and down, enter and leave, and their salaries can be raised and lowered. Whether it is a real "swift horse" is not confirmed by the subjective understanding of superiors, but to stand out in the competitive stage of enterprise management. This view of talent is a good spiritual incentive, which can fully mobilize the enthusiasm of employees to pursue Excellence, constantly inspire people to play their potential wisdom and generate the driving force for innovation.

Corporate culture has the cohesive function of team spirit construction. Contemporary entrepreneurs want to build their own enterprises into a coordinated team, which is difficult to achieve only by material incentives and management systems. People need a spirit to live, and enterprise development needs a spirit more, otherwise it will decline. To become a great enterprise, an enterprise must shape a mature corporate culture, which has strong cohesion and is a powerful adhesive. It can unite people from all aspects and levels around the enterprise, thus creating a cohesive force. The corporate philosophy of Matsushita Electric Co., Ltd. in Japan is "serving the country with industry, being open and aboveboard, being united, striving for progress, being courteous and courteous, adapting to the times and being grateful", which guides employees' ideal pursuit and develops into a cultural custom, forming a cultural atmosphere and greatly enhancing the internal cohesion of the enterprise.

Corporate culture has the inherent constraint function of code of conduct. In the process of enterprise operation, the behavior of all employees must be regulated by strict management system, which is a mandatory hard constraint and an external constraint. In addition to this hard constraint, we also need a soft constraint of thought, that is, internal constraint, for the norms of people in the process of enterprise operation. This inherent constraint needs to be reflected through corporate culture. As an invisible and non-mandatory binding force, corporate culture can make up for the lack of rules and regulations.

Corporate culture has the radiation function of beautifying corporate image. As we know, corporate image includes factory appearance, employees' clothing, company name and logo, advertising slogan, commodity brand and so on. , but also an integral part of corporate culture shaping. We often say that "the external image of internal strength" means that the internal spiritual quality and external image beautification of an enterprise complement each other. When making product advertisements, enterprise managers mostly publicize the concept of corporate culture. For example, Haier's "Sincerity Forever", Aucma's "No Best, Only Better" and Qingdao Power Supply Company's "Brilliance". While establishing a beautiful image of the enterprise, it also shapes the product image of the enterprise, which in turn produces a radiation effect in society and forms an image appeal.

Third, create personalized corporate culture.

To build a modern corporate culture, it should be said that enterprises in China have natural cultural advantages. The concepts of "harmony is the most important" and "people's livelihood is the foundation" in China traditional culture coincide with modern management concepts. These ideas are deeply rooted in the minds of ordinary China people. If properly applied to the construction of corporate culture, they will greatly increase the competitive advantage of enterprises and become a powerful driving force for their rapid growth. It is very important to build enterprise culture and carefully analyze the property rights relationship, industry and organizational characteristics of a single enterprise.

Large and medium-sized state-owned enterprises, private enterprises and joint ventures. With different property rights, managers and employees have different economic interests, so the construction of corporate culture is bound to be different. According to the nature of the enterprise, pingdu city Power Supply Company adheres to the corporate philosophy of "pursuing Excellence and sincere service", and takes "you only need one phone, and we will do the rest" as the goal, creating a corporate culture with "showing wonderful service brands" as the core. It is precisely because of the encouragement and restraint of this service concept that cadres and workers quickly change their service concept, worry about what customers are anxious about, think about what customers think, and serve customers wholeheartedly, which has won unanimous praise from customers.

The personality of corporate culture is also reflected in the characteristics of the industry. Different industries have great differences in their production and operation activities, so the organizational concept, development strategy, values and behavior habits formed in the long-term production and operation activities should also have distinctive industry characteristics. For example, Haier Group regards innovation as the foundation of the enterprise according to the characteristics of the home appliance industry. And put forward the slogan "Everyone is a talent". At first, the employees' reaction was very dull, and they might all think: I have no higher education. What kind of talent am I as a coolie? At this time, Haier managers named a technological innovation developed by a worker after him, and the corporate culture center spread it as a story in the enterprise. Soon, the wind of technological innovation rose among workers and played a very important role in the stable development of enterprises.

The difference of organizational characteristics is the third reason for the construction of personalized corporate culture. Each organization has great differences in scale, technology, history, reputation and efficiency, so the problems and difficulties encountered in production and business activities are also different. Organizational culture, as a common value of all employees of the organization, should not be comprehensive, but should grasp the main contradictions of the organization and have distinct pertinence. Either it is aimed at the special difficulties of the organization, or it is aimed at the commonness and weakness of all employees in the organization, so as to achieve the effect of "leading by the nose". Pride and complacency are psychological obstacles to the further development of enterprises, and arrogance will fail.

Corporate culture is like the soul of an enterprise. Excellent corporate culture can greatly enhance the cohesion of enterprises and the creativity of employees. China has the natural advantages of traditional culture, as well as the advanced corporate cultures of Japan and the United States as a reference. We should carefully analyze the ownership status, industry characteristics and organizational characteristics of our own enterprises, pay close attention to the personalized construction of corporate culture, deepen the reform of management system, and promote the sustained, healthy and rapid development of enterprises.