According to the formation mechanism of corporate culture and successful experience at home and abroad, we should pay special attention to the following main links in the construction of corporate culture:
1. Scientifically determine the content of corporate culture. In the process of determining the content of corporate culture, the following points should be considered:
(1) According to the trend of social development and the gradual progress of culture, consider the cultural model in combination with the future goals and tasks of the state and enterprises. The change and progress of production mode and lifestyle will inevitably lead to the development and variation of people's psychological and behavioral patterns. The evolution of culture is an objective law and an inevitable requirement to realize the new goals and tasks of the country and enterprises.
(2) According to the external objective environment and internal realistic conditions of the enterprise, the * * * sex culture and personality culture of the enterprise are formed. For example, large-scale socialized production requires a spirit of cooperation, strict discipline and firm style of work; Commodity economy needs to establish a good relationship with users to ensure the quality of products and services. However, there are differences in natural resources, economic base and personnel composition among enterprises, which will objectively produce and require different cultural characteristics. For example, enterprises with large investment, slow results and high risks generally need a far-sighted, thoughtful and rigorous attitude and style, while enterprises producing consumer goods need a flexible and alert style.
(3) Take a critical and inherited attitude towards the long-standing national culture and the existing corporate culture, take its essence and discard its dross, and adopt a dialectical analysis method, which cannot be simply affirmed or denied. In particular, we should be good at carrying forward the fine traditions of our company.
(4) Pay attention to personality development. The cultural personality of an enterprise is the characteristic that distinguishes it from other enterprises in culture. Excellent enterprises at home and abroad are enterprises with distinctive cultural personality. The construction of conscious culture of enterprises in China has just begun, so we need to pay more attention to the cultivation of corporate cultural personality. First of all, we should recognize our own characteristics, give play to some advantages of our own enterprises, give play to the cultural quality of our own enterprises, and develop our own cultural personality on the basis of our own experience.
2. Actively strengthen and persevere. The values, creeds, slogans, styles, customs, etiquette and other cultural elements of enterprise employees are the products of continuous positive reinforcement. We should also follow these rules when building corporate culture and actively strengthen employee behavior. Corporate culture construction should be a long-term behavior of enterprises. A certain cultural quality created and advocated by a few people in the organization is spread to every group in the organization, and then spread to everyone by every group, thus taking root, flowering and bearing fruit in every corner of the enterprise. This is a long process. To change the mode of corporate culture, we should not only accumulate new cultural qualities for a long time, but also repeatedly compete and struggle with the "inertia" of the old cultural qualities. We should not only identify it to decide whether to accept it, but also process and digest it for a long time before it can be absorbed into our own culture. Therefore, the construction of corporate culture must be long-term efforts and perseverance.
Third, the conclusion
With the increasingly fierce market competition, it has become an inevitable trend to create a corporate culture suitable for enterprises themselves. Corporate culture is closely related to the survival and development of enterprises, which determines the survival of enterprises. The competition between enterprises is increasingly manifested as cultural competition, and corporate culture plays an increasingly important role in the survival and development of enterprises. It has become the cornerstone of enterprise competitiveness and the basic factor that determines the rise and fall of enterprises. Firstly, this paper analyzes the conceptual model and hierarchical structure of corporate culture and understands the values of corporate culture. Corporate culture is the most vague field in enterprise management. It is also by far the most challenging part of every enterprise. Excellent corporate culture is the foundation and motivation for the long-lasting enterprise.
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Corporate culture is the values, beliefs and behaviors recognized and followed by enterprises. Generally speaking, corporate culture can be divided into four levels: concept, system, behavior and material.
The concept layer is the core, including vision, mission, values, spirit, corporate philosophy, business philosophy and management philosophy.
The system layer includes various systems and norms of enterprises, especially those of human resources, which are closely related to corporate culture;
The behavior layer mainly includes the management behavior of top, middle, grass-roots and employees, which reflects the company culture;
The physical layer mainly includes the VI, office environment, sculpture, internal publications, publicity columns and other visible things that can reflect the company culture.
How to establish corporate culture mainly includes:
What China lacks is not advanced cultural concepts and outstanding talents, but managers who correctly understand corporate culture and transform it into the management system of enterprises and the daily work of employees, and fully implement it.
In the process of providing corporate culture consultation for enterprises for a long time, combined with the reality of China, we have summed up many effective methods to shape corporate culture.
First, refine the business philosophy and preach.
1. analysis of industry characteristics: corporate culture should conform to the industry characteristics and business characteristics of enterprises. Other people's corporate culture may not be suitable for your business.
2. solicit opinions extensively: corporate culture is not just the opinions of high-level people. To get everyone's approval, we must first ask for your opinions. Many people regard corporate culture as general manager culture and high-level culture, which is wrong. Corporate culture should first be the culture that most employees agree with. In order to do this, the top managers of enterprises should create various opportunities for all employees to participate and discuss the company's culture. We might as well create a sense of crisis from the top, so that everyone has the demand and motivation for cultural change, and then solicit opinions from all levels to gain an understanding of the dross and advantages of the original culture. Finally, we can adopt the method of sublation, retain the essence of the original corporate culture, and publicize it widely so that all employees can know how the corporate culture of the company is formed.
3. Refining the core concept: In the process of consulting for enterprises, the first sentence we asked the business owners was: "Can you summarize the company's culture in one sentence or one word?" The bosses of many enterprises have to think for a long time. In fact, if they don't answer the answer in the first second, the answer won't matter at this moment, indicating that the culture of this enterprise is not clear, and even the boss can't say it immediately, let alone the grassroots employees! Therefore, when consulting enterprises, we all suggest that enterprises should first establish their own core values, which should be recognized and recognized by all employees, and at the same time, customers and customers should also recognize this value concept of enterprises when doing brand promotion. For example, Haier's "Sincerity to Eternity" has changed from the initial concept of products and brands to the concept of an enterprise and become the core of Haier's corporate culture.
4. Expand into a conceptual system: an enterprise should have a core value concept, but based on this concept, it must also be expanded into management ideas and methods at all levels of the enterprise, so as to make the conceptual system of corporate culture complete. For example, Haier has formed a complete concept system around his core concept: talent concept-Haier horse racing is not like a horse; Quality concept-defective products are waste products; The concept of merger-eating fish; R&D concept-the user's problem is our problem. These ideas are supported by corresponding methods and systems, which make the whole concept system vivid and effective.
5. Construction of communication channels: In order to gain the recognition of employees, we must publicize and explain the enterprise concept in all communication channels of the enterprise. Internal magazines, blackboard newspapers, bulletin boards, various conferences, seminars and local area networks should all be tools for promoting corporate culture, so that employees can deeply understand what corporate culture is and how to do it in line with it. At the same time, when interviewed by the media, senior executives of enterprises should consciously publicize corporate culture and let customers and customers know the company's culture. Only when they recognize the corporate culture can they become loyal customers of the company.
Second, enter the corresponding system.
1. Write the system on paper: the corporate culture construction of many enterprises only stays in the stage of concept propaganda and cannot be deeply shaped. On the one hand, leaders lack the determination and courage to systematically build corporate culture, on the other hand, they misunderstand the shaping of corporate culture and think that corporate culture is mainly based on concept shaping. If it becomes a system, the cohesion of corporate culture will be weakened. Actually, it's not. Excellent culture should be written on paper, so that everyone can have laws to follow and chapters to find. Especially for the human resources system, including recruitment, training, assessment, salary, appointment and dismissal, rewards and punishments, etc. , should profoundly reflect the company's corporate culture. The famous Hewlett-Packard Company, whose culture attaches great importance to the cultivation of talents, has formulated a perfect training system, and employees have received various targeted trainings step by step from the beginning of their employment. In addition, as a part of the system, HP also incorporates training into the responsibilities of every manager, and 90% of their training courses are attended by managers. In HP's philosophy, this is considered as the investment with the highest input-output ratio. Hewlett-Packard Company can become a model in the industry only because it has not only established an excellent "people-oriented" culture, but also rooted this culture and formulated a scientific system to implement these excellent ideas.
2. Is it reasonable to exist? Many enterprises have re-established their own culture, but how to modify the company's existing system and integrate it with the company culture is a difficult point. In the process of consultation, we found that many managers of enterprises issued such questions: "The system you made is really scientific, but our current system feels more reasonable." Excuse me, "Is what exists necessarily reasonable?" There are many historical, realistic and man-made reasons for the system formed by enterprises over the years. After strategic adjustment, cultural remolding and organizational change, many systems are no longer suitable for the development of enterprises. For example, the salary policies of many enterprises obviously ignore performance appraisal, which varies from person to person and the grade difference is too small. However, enterprises are also worried that if the market-oriented salary system is implemented, it will stimulate contradictions among employees and cause instability of enterprises, so they will fall into a dilemma of choice. Many leaders in enterprises are active promoters of change at first, but once this change harms their own interests, they will immediately become opposition forces. Therefore, when shaping corporate culture, business leaders should first ask themselves, have you made up your mind? Will I abide by the corresponding rules and regulations first?
Third, the concept of storytelling, story conceptualization and publicity.
1. Concept storytelling: Excellent corporate culture is recognized not only by middle and senior managers, but also by all employees, even temporary employees. This is called excellent corporate culture. When introducing a new corporate culture, an enterprise should first find out the corresponding advanced figures and deeds of the enterprise now or in the past according to its own refined concept system for publicity and praise, and reinterpret them from the perspective of corporate culture. Zhang Ruimin, president of Haier, is familiar with the story of "smashing the refrigerator" and is a model of storytelling.
2. Conceptualization of stories: In the long-term construction of corporate culture, the selection and publicity of advanced figures should take ideas as the core, pay attention to refining advanced figures and deeds from the ideological aspect, and publicize and report those figures and deeds that conform to corporate culture. In the corporate culture consulting project of a joint venture company, we help them to select the advanced according to the requirements of corporate culture, and make extensive publicity in the company and related media, so that all employees know why they are advanced and what they do is in line with the corporate culture of the company. This example sets a banner for other employees and makes the promotion of corporate culture concrete and vivid.
Fourth, cross-communication makes you closer to employees.
1. The Art of Speech: Corporate culture should focus on the overall situation and start small. Don't think how profound the corporate culture is. As a senior manager, as long as you pay a little attention in your daily work, you can create a strong corporate culture atmosphere. At HP, even the chairman is called by his first name. Similarly, in Lenovo Group, from the general manager to the grass-roots employees, everyone advocates calling them by their first names. Through such a title, the psychological distance between employees is narrowed, thus enhancing the cohesion between employees. If you think you are the boss, meet one of your subordinates tomorrow and try to call them by their first names to see how it works.
2. Regular visits: Top managers are "designers" and "priests" of corporate culture, both builders and communicators. Don't be too far away from your employees. It is very effective to take time to visit the hard-working "workers" in your construction site, express condolences to them and spread your culture in time. In his own values, GE clearly put forward "hate bureaucracy" and advocated managers to go deep into the grassroots and conduct research visits. President Welch often communicates with some middle-level and grass-roots supervisors. His famous saying is "communication, communication, communication again".
3. Meet regularly: As a senior manager, whether it is a large company or a small enterprise, arrange a fixed time on a regular basis (monthly or quarterly) to meet those employees from the grassroots of the company alone, which can be excellent or problematic employees, and listen to their opinions and suggestions. This will not only make you more approachable, but also reduce the bureaucracy of the organization, maintain smooth communication and let you know more about the real situation at the grassroots level.
Five, lead by example, the most critical.
1. The role of top management: As architects of corporate culture, top management undertakes the most important and direct work of corporate culture construction. Once, a business owner asked me, "What do you think is the most important thing to shape corporate culture?" I told him: "You are the first person to mold yourself into a model of corporate culture!" The top managers of some enterprises always feel that corporate culture encourages and restricts employees, but it is precisely those who shape corporate culture, and their words and deeds play a vital role in the formation and promotion of corporate culture. I once coached an enterprise to do corporate culture, and their boss said that he attached great importance to talents and hoped that the corporate philosophy would be reflected in this respect. When we were talking, we just arranged an interview with a middle-level manager. When his secretary told him that the interviewer was coming, he casually said, "Let him wait for another half hour. I have something to do." A small matter is enough to show that he attaches importance to talents. Senior leaders of enterprises are often the direct destroyers of various ideas and systems, and their negative words and deeds have a greater destructive effect on corporate culture.
2. Start from scratch: Many enterprises like to engage in some activities, training and seminars in a big way when shaping corporate culture. In fact, the essence of corporate culture is more concentrated in the daily management of enterprises. As enterprise managers, no matter the top or middle level, they should start from their own work, first change their concepts and styles, start from small things and start from the side. In Cisco, there is a widely circulated story that an employee of Cisco headquarters saw their president, Mr. Chambers, run across the road. Later, the employee learned that when he saw that the parking space in front of the company was full, but there were still several important guests waiting for him, he parked his car across the street, so he almost trotted back to the company. Because in Cisco, the best parking spaces are reserved for employees, and managers and even global presidents have no privileges. For example, GE Company has a value card that everyone must carry with him. Even the president always takes out this card to promote employees and explain to customers. Imagine the top management of many domestic companies. Do you have the ideas and styles of the presidents of these world-class companies?
There are many ways to shape corporate culture, but the key to the success of corporate culture lies in whether enterprise managers, especially top managers, have the determination and courage to shape themselves into a model of corporate culture first, and whether they can identify with and spread corporate culture first.