The realization strategy of group culture management and control The problem of enterprise group culture management and control is a frontier topic in the field of enterprise culture power and enterprise group research, which has important practical and theoretical value. Group companies, especially the top management, have always attached great importance to culture and cultural control, but many managers know little about what culture is, what corporate culture is, and how corporate culture can be condensed into a force to form control over enterprise groups. Culture is often misunderstood as "slogan", "slogan" hanging on the wall, or in the form of parties, football matches, tourism and so on. Therefore, it is necessary to briefly define the core concepts first.
1, the definition of basic concepts
group control
Group management and control refers to the management system that the headquarters or senior management of a large enterprise adopts strategies and methods such as hierarchical management control, coordinated allocation of resources, and operational risk control to subordinate enterprises or departments in order to achieve the strategic objectives of the group, so as to achieve the best operational efficiency of the group's organizational structure and business processes. Generally speaking, there are four modes of group control: strategic control, operational control, financial control and mixed control. What needs to be emphasized here is that group management and control should be an organic whole of multi-category and multi-level management coordination and mutual promotion, thus forming a systematic management capability within the whole group.
Tillage control
Cultural control is to establish a strong group culture and control the members of the organization to have the same values, behavior norms and interest goals. Therefore, building a unified and advanced corporate culture is the core work of cultural control. The main path of group culture management and control is the transmission of corporate values, with the aim of making the company form * * * values and behavioral norms.
Cultural control emphasizes the close combination with enterprise management practice, establishes a responsible and coordinated enterprise cultural management system, and promotes corporate culture handbook. Through the establishment of relevant incentive and restraint mechanisms, corporate culture can be strengthened, solidified and implemented in the actual work of employees, and the promoting role of corporate culture in strengthening scientific management and control can be fully exerted.
The biggest difference between group culture control and strategic control, business control, financial control and human resource control lies in the implicit culture (which is not easy to measure and grasp), but this cohesion has an important influence and role on the competitiveness of enterprise groups. When the control of group culture is effective, the use of other control mechanisms can be reduced. There are many cultures with different subsystem characteristics in the enterprise group system, which are condensed into cultural forces in different directions. However, these cultural forces do not conform to the direction of group culture. It is an important topic in this field to study the control of the cultural power of enterprise groups from the theoretical level and promote the coordination of the cultural power of the whole group.
2. The significance of group culture control
The management and control of group culture is an inevitable requirement for strengthening group management and control.
From the perspective of scientific management, the management mode must be suitable for the development stage of the enterprise itself. From the microscopic point of view, group management and control is of great fundamental significance to the reform of large state-owned enterprises, the upgrading of operation mode of private enterprises, the optimization of governance ability, risk and internal control management system of listed companies and the internationalization of Chinese enterprises. Many measures taken by SASAC in the State Council in the reform of directly affiliated state-owned enterprises, such as establishing and perfecting corporate governance structure, strategic planning of central enterprise groups, strengthening the control of central enterprise groups, and strengthening the performance management of central enterprises, are all aimed at strengthening the control of central enterprises. Large state-owned enterprises should continue to strengthen control. This shows the great practical significance of the theme of corporate governance at the national level. The rejuvenation of the Chinese nation and the realization of the "Chinese Dream" must be based on the growth of enterprises in China, and efficient group operation and international operation must be supported by enterprise control and state control.
The implementation effect of group management and control is closely related to group strategy, governance structure and cultural construction. Therefore, if the group wants to solve the management and control problems systematically, it must design a management and control model suitable for the group and implement it effectively on the premise of reasonable strategic planning and scientific strategic planning. The construction of group culture based on strategy and control mode can reduce the cultural and interest conflicts in the implementation of control reform to a certain extent and ensure the effective implementation of group control.
The control of group culture is the inevitable requirement of corporate culture construction.
Under the guidance of the State Council, the CPC Central Committee and the State-owned Assets Supervision and Administration Commission, the top 500 enterprises in China, including state-owned enterprises and private enterprise groups, are carrying out corporate culture construction in an organized and planned way. Every enterprise group, regardless of its nature and industry, needs to strengthen management and control according to the path of group culture construction and the strategic positioning of the group, from refining and summarizing the same values of * * * to truly practicing the same values of * * *, so as to achieve consistency in form, thought and behavior.
Any enterprise group, due to the extensiveness of its business and the complexity of its internal organizational structure, is prone to conflict between its corporate culture and its branch subculture. If an enterprise does not have a strong cultural cohesion, it will inevitably continue to be centrifugal, and all subsidiaries will have a tendency to decentralize, leading to the dispersion, deviation and conflict of enterprise group culture, which cannot guide everyone to work together in Qi Xin. The operating efficiency of enterprise groups with scattered corporate culture is bound to be greatly restricted, and the advantages of the group are difficult to reflect.
Cultural control of postal group is an inevitable requirement to enhance market competitiveness.
In today's increasingly fierce market competition environment, postal services must attach importance to and strengthen the construction of corporate culture in order to achieve long-term development. Cai Hua Consulting Group conducted a survey of the world's top 500 enterprises and China enterprise groups, and issued the first list revealing the management and control ability of enterprise groups-"Top 100 List of Group Management and Control Ability", from which we can clearly see that the number of multinational enterprises and the strength of group management and control ability of a country are directly proportional to its political, economic and cultural influence in the world. The strength of group management and control ability has become the core content of group enterprise competition. Enterprises with strong group control ability can not only achieve rapid development and good economic benefits, but also effectively and substantially promote the cultural and political views they represent and gain greater influence in the world. Control is the key to the success or failure of multinational enterprises! Compared with the 400-year history of western enterprises, the lack of internal control is a true portrayal of the specific development stage of enterprises in China.
? 3. Key points of group culture control
Spiritual and cultural level
Establish the purpose, mission and goal of the enterprise and unite people's hearts.
Enterprise purpose is the purpose of enterprise existence, and enterprise mission is the social responsibility that enterprises should bear. Collins and Polc, two stars of western management, have conducted in-depth research in Stanford University for six years. They selected 65,438+08 outstanding and lasting companies as the targets, including General Electric, 3M, Merck, Wal-Mart, Hewlett-Packard, Disney and so on. The average history is nearly a hundred years. In the monograph Evergreen Foundation, it is clearly stated that the ultimate goal of entrepreneurs is to "create a company. Hirschman, a professor at Yale University in the United States, published the monograph "Economic Development Strategy" in 1958, which introduced "strategy" into economics for the first time. Enterprise development strategy is to formulate and implement the long-term goals of the organization according to the external environment and its own conditions, and consider what means, measures and methods to achieve this goal. The purpose, mission and goal of the enterprise are "Who am I? "Where am I from? Where am I going? " Philosophical thinking.
Laozi, the founder of Taoism in China, is regarded as the standard of world management theory. According to Feng Youlan's History of China's Philosophy, inaction means "doing what you can, letting nature take its course" and "necessity" means achieving specific and limited goals; "Let nature take its course" is to conform to the requirements of the times. Drucker, the "father of modern management", advocated that managers should first "do the right thing", otherwise, any decision-making and management would be invalid.
Corporate culture must match corporate strategy. Globalization is a great challenge to every enterprise group. "Where do I create value?" The rapid changes in the development environment and the unpredictable business development trend brought about by globalization make it difficult for the group's helm. Therefore, it will be an effective way for the group to be invincible to correctly grasp the development trend and effectively promote targeted business strategies and plans within the group and among partners based on this powerful control ability.
Enterprise strategic planning is of great significance for guiding the future development direction of enterprises, and the implementation of strategic planning is the most important thing to determine the fate of enterprises. The core content of corporate culture management and control is to highly summarize the development strategy through vision, mission and goal, which is well known to all employees and spread to the whole society through word of mouth. Strategic planning is a banner that unites people's hearts, a road of scientific development that gathers vitality, and a brand image that highlights social responsibility. Strategic planning is guided by the management and control of corporate culture, and corporate strategy and corporate culture have overlapping and synergistic effects, so that strategic deployment can be effectively implemented and planning objectives can become a reality.
Building concept culture and cultivating enterprise values
Enterprise values are ideas and codes of conduct formed in the process of enterprise management, and are the soul of enterprise culture.
(1) Adhere to customer orientation and establish the corporate values that "only the development of customers can drive the development of enterprises". This value contains three meanings: customers are the foundation of enterprise development; The interests of customers are the interests of enterprises; Enterprise development must be conducive to customer development. It embodies the sense of social responsibility of enterprises and clarifies the interdependence between enterprises and customers. Customer first means that among all the stakeholders in an enterprise, the customer is the most important, only to meet the needs of customers to the greatest extent, reduce customer costs and serve customer development; Only by taking customers' demands as orders, customers' complaints as business opportunities and customers' development as responsibilities can we ensure the interests of enterprises and employees, and enterprises can have more resources, win a bigger market and seek faster development. Customer first should be regarded as one of the core values of corporate culture. Through the extensive publicity, guidance and application of employees, it penetrates into all aspects of enterprise operation, management and service, and finally maximizes the economic benefits of enterprises.
(2) Insist on taking employees as the main body and establish the corporate values of "respecting the realization of employees' self-worth". This value includes three meanings: employees are the owners of enterprises; Every employee is a talent; The individual value goal of employees is consistent with the realization of enterprise group value goal. People are the main body and carrier of enterprises, so we must vigorously advocate the cultural concept of "people-oriented", create a cultural atmosphere of "respecting, understanding and caring for people", and pay attention to promoting the development of enterprises with the development of employees. For enterprises, we should respect the personality of employees and be as tolerant as possible; Pay attention to the value of employees and help them realize their value; Encourage employees' creativity and reward them; Grasp employee behavior and help standardize; Realize the spirit, benefit and success of enterprises and employees. Only in this way can we break the bondage of enterprises to employees' creativity and avoid the inhibition of employees' enthusiasm. As far as employees are concerned, they must perceive and agree with the values of the enterprise and do their duty for the enterprise with sincere attitude, skillful skills and solid style. Only in this way can employees correctly handle the relationship between individuals and enterprises, realize the organic combination of self-development and enterprise development, and realize individual self-value in the process of realizing enterprise goals.
(3) Adhere to the efficiency as the center and establish the corporate values of "only dedication can make the enterprise grow". This value includes three meanings: employees contribute to the enterprise; Enterprises contribute to society; "Dedication" wins benefits for enterprises and promotes their growth. As we all know, the goal pursued by enterprises is to maximize the benefits of enterprises, which is the source of power for the development and growth of enterprises. How an enterprise continues to grow and develop in the fierce market competition depends on the attitude of employees to the enterprise. Although the division of labor of each employee in an enterprise is different, they all have specific positions, and their work affects the development of the enterprise to varying degrees. Therefore, being conscientious and dedicated to the enterprise is the correct attitude of employees towards the enterprise. In addition, contributing to society is also the requirement of enterprise self-development. Without the contribution of enterprises to society, there will be no return from society to enterprises. Employees should proceed from the overall interests of the enterprise, take the development of the enterprise as their own pursuit, take the success of the enterprise as their own glory, be loyal to the enterprise, devote themselves to the enterprise, and create the greatest economic benefits for the enterprise. At the same time, enterprises should sincerely serve the society, win the trust of the people, take "social satisfaction" as the service standard, and create the greatest social benefits for enterprises. Only in this way can enterprises develop in a good social atmosphere and expand themselves in social progress.
Building spiritual culture and cultivating enterprise spirit
Enterprise spirit is the sum of enterprise purpose, business philosophy, work objectives and specific measures. It is accumulated, integrated and refined in the long-term corporate culture construction for survival and development, and reflects the spiritual beliefs, cultural traditions and group consciousness of employees with the same value orientation. It is the concentrated expression of enterprise value and the core of enterprise culture.
First, the innovative spirit of being brave in pioneering. Innovation is the soul of enterprise progress and the inexhaustible motive force for enterprise prosperity. It means breaking the tradition and challenging the future. Innovative spirit is the key to improve the core competitiveness of enterprises. IBM is one of the most multinational enterprises with the ability of change management. In the early 1990s, Guo Shina led the great changes, gradually withdrew from the personal computer manufacturing business, and transformed its core business into "middleware" software and services, realizing the most impossible elephant "turn around". Since then, IBM has always regarded change management as its core management and control capability. In 2002, it acquired PricewaterhouseCoopers consulting business department at a high price. In 2008, based on the positioning of the general contractor of information management and business operation, the "Smart Planet" was launched. In the next 65,438+00 years, the annual sales of business consulting and business operation outsourcing services will reach 50 billion US dollars. At the same time, it conforms to the change of human resource structure. The number of employees engaged in business consulting and services in IBM has increased from 3,000 in 2002 to 50,000, with an annual increase of 6,543.8+0,000. Only 20 12 acquired more than a dozen commercial service enterprises in one year, including 6,000 employees, and an Indian company, DAKSH, specialized in customer relationship management. The courage of IBM to constantly challenge itself in the process of change is the real reason for its enduring for a hundred years. ? Second, team spirit. Enterprises should cultivate employees' strong sense of teamwork, and turn it into a spirit, a pursuit and a quality, so as to condense team wisdom higher than individual strength within enterprises. Employees unite and cooperate with each other, communicate with each other, form a harmonious interpersonal relationship within the enterprise, and create a good atmosphere to eliminate friction and reduce internal friction. At the same time, enterprises should strengthen the linkage consciousness of unity and cooperation, extend the cooperation space outward, realize the diffusion of corporate culture, realize the combination of strength between enterprises through cultural exchanges and integration, and realize the sublimation of corporate cultural power.
Institutional cultural level
System construction is not only a necessary condition for enterprises to carry out production and management, but also an important content of enterprise value construction. For an enterprise that advocates the value of "people-oriented", its system should fully embody this principle, fully respect, care and cherish every employee in the form of a system, so that employees can get spiritual and material satisfaction in the big family of the enterprise, and employees also know and practice the value of "people-oriented" through the system.
As a model of employee's code of conduct, institutional culture recognizes and rewards advanced individuals who practice values through a fair, open and just reward and punishment evaluation system, and collectively punishes individuals who violate values, so that personal activities can be carried out reasonably, internal and external interpersonal relationships can be coordinated, and employees' interests can be protected, so that enterprises can be organized in an orderly manner and work hard to achieve corporate goals.
Behavioral cultural level
In combination with the reality of enterprise reform, we will thoroughly implement the implementation outline of citizen's moral construction, constantly improve and implement post norms, improve the moral and legal quality of employees, and strive to create a good image of enterprise employees and create "brand employees" and heroes.
The first thing is to pay attention to the shape of the tree. Through the professional training of employees in appearance, appearance and manners, the external image of employees is more cultural.
The second is to pay attention to the tree "God". The biggest difference between enterprises is the spiritual difference, which is the soul of employee image. Only when the inner spirit is noble and perfect can the external image shine. Spirit comes from internal quality cultivation, so we must strengthen the quality education of employees, guide employees to establish correct value orientation, cultivate employees' correct moral outlook and service outlook, and make employees' image more civilized.
Pay attention to the tree code again. A great era needs the support of lofty spirit, and a great cause needs the guidance of example power, which is infinite. An employee model with both "form" and "spirit" and recognized by the public is an effective means to shape the brand image of the enterprise. Advanced employees are typical examples elected by employees. They are the embodiment and symbol of enterprise spirit, vivid business philosophy and image. They embody the excellent quality of the Chinese nation, express people's pursuit of professional ethics and reflect the spirit of the times of social progress. They have strong demonstration, radiation and transmission functions. Without typical personality, there is no unique corporate culture.
At the same time, the intangible corporate culture should be perceived and experienced by employees in practice, and there should be clear learning examples. There must be live model figures to vividly reflect this cultural connotation. These role models can reflect the cultural pursuit of enterprises and the behavior patterns of employees, so that employees can standardize their behavior by learning from role models and make their own efforts to improve corporate culture.
Material and cultural level
Building postal brand culture and shaping corporate image. Corporate image refers to the general impression and evaluation of the public and employees on the enterprise. It is a concentrated expression of enterprise spirit, style, characteristics and ideas. It is a well-known enterprise established in society in various ways, and it is a bridge for customers to identify enterprises and show their elegance to the outside world. A good corporate image is an intangible asset of an enterprise, which helps employees to have a sense of honor and enhance their self-confidence and cohesion; Externally, corporate image is an important resource for enterprises to win, which helps to promote their business development and market development. Corporate image building is an image culture strategy, which is a deepening practice of corporate mind identity, behavior recognition and visual recognition, making it more unique and distinctive. At the same time, with the help of various propaganda means and carriers, corporate culture is spread, resulting in strong brand awareness and recognition. Relying on brand culture to run enterprises and create a distinctive corporate image can bring new business methods to enterprises and win rich returns.
Give full play to the advantages of the group, strengthen the standardization of brand recognition and corporate culture environment, enhance the penetration of the group's corporate culture, take brand communication as the main means, highlight the output of value concepts, and gain recognition and understanding from all walks of life; Internally, employees should deeply understand, recognize and practice the basic values and codes of conduct of enterprises and enhance the influence of group culture.
4. Grasp the cultural control of postal groups
Grasp the implementation of personnel
Corporate culture control is a long-term and arduous task, which needs the cooperation of top-down personnel. If the personnel are not in place, cultural control will be powerless and empty talk. Personnel implementation includes three levels: first, leaders should carry the banner; The second is to lead the team to push hard; The third is the long-term grasp of permanent institutions.
Leadership determines the formation of culture. As economist Samuelson said, entrepreneurs are the heart of promoting the operation of enterprises. We have reason to pay special attention to the heart. Leadership behavior is determined by the leader's personality, temperament, ability and personality tendency, and it is in a dominant position in corporate culture control.
Entrepreneurs create, advocate and manage corporate culture. His values determine the keynote of corporate culture, and the exemplary role of entrepreneurs (leaders) is related to the success or failure of cultural control. As American management scientist Burns pointed out in his masterpiece Leadership, entrepreneurial leaders should be "preachers" and "missionaries", who take every opportunity to spread and instill corporate values into everyone. The success of instilling values does not depend on whether the leader has extraordinary imagination. On the contrary, this kind of success requires the leader to personally practice the values he has worked hard to establish, to achieve them meticulously, steadily and persistently, and to constantly improve these values with extraordinary perseverance.
Cultural management involves a wide range, a long period, and a lot of specific professional work. It is necessary to straighten out the leadership system, set up a leading institution for cultural construction, and clarify the responsible person, competent department and staff. A top-down leadership organization should be formed within the group, which should be implemented layer by layer to ensure the control effect. The leading group for cultural control is composed of party and government leaders. As the functional department of cultural control, the Propaganda Department of the Party Committee or the Human Resources Department can also set up a corporate culture department to form a pattern of corporate culture department, human resources department or general manager's office working together. A strong organization can provide organizational guarantee for the systematic operation of cultural control, and also lay the foundation for the solid and effective promotion of corporate culture construction.
Establish a communication network
Establish a communication network for corporate culture control by using possible media. Through this network, corporate culture such as corporate values, vision, corporate spirit, corporate ethics and code of conduct will be conveyed to all employees and radiated to the whole group. Generally, the following communication networks can be established:
(1) Prepare corporate culture handbook and distribute it to every employee as the basis for promoting corporate culture within the group. The contents of corporate culture handbook generally include corporate identity, corporate vision and corporate purpose, employee behavior norms, service norms, etc. A group culture control system consisting of brand culture, service culture, talent culture, honesty culture, organizational change culture, competition culture, social responsibility culture and safety culture is constructed.
(2) Expand the way of external publicity, fully understand the role of news media, do a good job in publicity planning, do not hold different opinions, strengthen corporate public relations, organize and plan influential corporate culture projects in the whole society every year, and enhance brand awareness and cultural influence.
(3) Strengthen the spread and control effect of corporate culture with the help of online newspapers and periodicals within the group.
The publicity contents include major events and important policies, principles and decisions in production and operation management, speeches by major leaders, information from the market and users, interviews with corporate figures, information on corporate public relations activities, debates from different viewpoints, and typical case studies.
(4) Use some special festivals or commemorative celebrations to summarize and publish books and picture books about corporate culture, hold corporate culture exhibitions and conduct systematic publicity.
(5) Build a variety of communication channels, such as billboards, billboards, symposiums, managers' mailboxes, etc. Ensure that information flows from bottom to top, from top to bottom and horizontally.
Ritual and activity carrier
Do a good job in training corporate culture knowledge. Organize the preparation of relevant publicity materials, and adopt a combination of training and self-study to make all cadres and workers generally master the basic knowledge and theory of corporate culture, and the pass rate of the examination of basic knowledge of corporate culture is 100%.
Through speech contests, seminars, essays, leadership lectures and other forms, let all employees know corporate vision, goals, corporate philosophy and entrepreneurial spirit, and inspire them to formulate their own development goals in combination with corporate vision.
Through holding seminars, debates, expert lectures and other activities on business philosophy, we will guide employees to check their existing work and reflect on themselves with new business philosophy. Those that are inconsistent with the advocacy culture should be resolutely corrected, and those that are compatible with the advocacy culture should be strengthened. Build an organizational internal control atmosphere, guide employees, especially middle-level and above managers, enhance execution, and innovate and develop in combination with work practice.
Corporate culture construction is to influence, cultivate and shape people with organizational atmosphere; Study and publicize the group culture in a planned, hierarchical and multi-form way, so that the core values are truly internalized in the heart, externalized in the form and solidified in the system. Realize the complete integration of concept, spirit, image, system and group culture, truly take root and become the soul of enterprise development.