The construction of corporate culture of the most

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The construction of enterprise culture in Chinese private enterprises (1) enterprise culture and private entrepreneurs enterprise culture is essentially the culture of entrepreneurs, and it is the expansion and amplification of the quality, talent, courage and other comprehensive qualities of high-quality entrepreneurs; The excellent corporate culture, with its self-confidence after success, encourages and urges entrepreneurs to organize and lead all employees to actively forge ahead and innovate on the road of "pursuing perfection and excellence", forming an incentive mechanism driven by the humanistic spirit, so that the enterprise is full of vitality. The successful construction of corporate culture must have three conditions: first, excellent entrepreneurs, second, excellent and unique corporate culture, and third, appropriate time. Due to the special position of private entrepreneurs in enterprises, they play a decisive role in the development of enterprises. Therefore, their leading role and advocacy play a decisive role in the construction of enterprise culture and the cultivation and formation of enterprise values and enterprise spirit

first, private entrepreneurs are the designers of corporate culture. Private enterprises are small in scale and large in number. Each enterprise has its own characteristics due to its industry characteristics, geographical location, product attributes and the stage of enterprise development. Its corporate culture construction must not be one size fits all, but should have its own characteristics. Private enterprises are the children raised by private entrepreneurs. They know their children best. They should and must act as good designers in the construction of corporate culture to achieve the accurate positioning of corporate culture. Therefore, private entrepreneurs are not only economic experts, but also cultural experts. Their task is to design or shape scientific enterprise values, cultivate new spirit, integrate culture into the enterprise, and promote the sustainable development of the enterprise. That is, on the basis of comprehensive and objective investigation, combined with the industry characteristics, history, culture, business content, strategic policy and other elements of the enterprise, make a comprehensive and detailed diagnosis of the existing cultural foundation and cultural conditions within the enterprise, the external cultural environment of the enterprise and the future development direction of the enterprise. On this basis, the overall design of the enterprise culture is carried out, and the enterprise's philosophy is carefully summarized and refined, And instill these management concepts into the enterprise spirit to form a unique corporate culture suitable for the enterprise

We can see the precise values of these parameters in the processing process

secondly, private entrepreneurs are the priests of corporate culture. Only when the thoughts of entrepreneurs are extended to the system of the enterprise, and must penetrate into the hearts of employees and become their pursuit, can they become the culture of the enterprise. After the new corporate culture forms a conceptual model, it will not actively spread, nor will the employees take the initiative to accept it, nor will the original corporate culture collapse automatically. All this shows the difficulty of corporate culture reform. Corporate culture itself also has great resistance to rebound. Change requires great power to promote. Without a strong driving force, change will not happen. Only when the enterprise culture is combined with the production and operation of the enterprise and goes deep into the hearts of employees, can it exert and show its great cultural power. Therefore, private entrepreneurs must be loyal priests and preach continuously. On the one hand, we should rebuild the level of corporate culture, break the boundaries of multi-level corporate culture, reduce the formation, dissemination and diffusion procedures of corporate culture, shorten the infiltration process of corporate culture, shorten the time of corporate culture dissemination as far as possible, and limit the process cost. On the other hand, in the transformation of corporate culture, we should clearly express the basic values, and constantly and passionately publicize them to everyone. We should have the spirit of missionaries, and try our best to use every contact and meeting with organization members to express and strengthen a certain value theme, so that employees can accept the corporate culture and combine the embodiment of their own values with the realization of corporate goals. Mr. Bill Gates, the president of Microsoft Corporation in the United States, no matter how busy he is, will give several lectures to his employees every day. When the business schools run by Motorola and other multinational companies in China open, the company's bosses will come to give lectures. Their purpose is to instill the corporate culture into the employees, so that the employees can identify with the corporate culture, and do it in accordance with the requirements of the enterprise in a unified way in their work, so as to form a strong joint force of the enterprise

finally, private entrepreneurs should consciously carry out conceptual revolution and continuously improve their comprehensive quality. Entrepreneurs are not only the shaper, promoter and model practitioner of corporate culture and spirit, but also an important part of corporate image. Corporate culture is the flag bearer culture. The quality and consciousness of entrepreneurs play a key role in the success or failure of corporate culture construction. Due to historical and realistic reasons, the overall cultural level of private entrepreneurs in China is not high, and their comprehensive quality is uneven. According to the statistical survey, in 2002, 3.2% of the private business owners in China obtained a master's degree and 0.5% obtained a doctor's degree. This situation is obviously difficult to adapt to the current rapid development of private economy. Therefore, in the process of building enterprise culture and implementing cultural strategy, entrepreneurs should first establish correct core values, consciously carry out concept revolution, and form the highest concept from the depths of their thoughts; Secondly, we should strive to learn relevant knowledge of enterprise management, improve our comprehensive quality, and shape ourselves into a true entrepreneur with profound knowledge, dialectical thinking and keen insight. Only in this way can entrepreneurs guide and create a culture with a conscious cultural strategic vision, promote the construction, strengthening and transformation of enterprise culture, and improve the level of enterprise culture construction

(II) corporate culture and employees

an enterprise is a micro organization composed of living people. The development and growth of an enterprise cannot be separated from its employees. Similarly, the cultural construction of private enterprises is also inseparable from employees. The success of the cultural construction of private enterprises depends not only on entrepreneurs, but also on the employees of private enterprises

1. Corporate culture is an attraction. The market competition in the 21st century is the competition of talents. Whoever has mastered talents will have the advantage of competition. The main reason for the success of an enterprise is to attract employees to establish common goals and values, generate employees' loyalty to the enterprise, and make the enterprise have stronger cohesion and centripetal force. Compared with other types of enterprises, private enterprises need to use corporate culture to attract, retain and realize the value of talents. An enterprise is not only a purely profit-making organization, but also a social institution for people to realize their self-worth and seek their spiritual home; Employees are not only the "economic man" and "tool man" for the development of assets or wealth, but also the "cultural man" with various needs and development ability. Private enterprise economy is an economy operated by the common people. The cultural quality of the enterprise's owners and managers to the employees is uneven. The concept of private ownership of the enterprise, the employees' awareness of "working" is quite strong, and the individual consciousness is prominent. Under the guidance of profits and interests, the phenomenon of power and profit scramble is serious. The employees of the enterprise have great mobility, which makes it difficult for the enterprise to attract and retain talents. Therefore, to implement the corporate culture strategy and build a unique corporate culture, Lego officials have previously said that the most effective way to solve the current talent problem of private enterprises is to form a cultural atmosphere conducive to talent emergence and creative play

"corporate culture is a kind of treatment for employees." Excellent and unique corporate culture can meet the various needs of employees as "cultural people", make all employees of the enterprise have a "sense of identity", "sense of mission" and "sense of pride" towards the objectives and guidelines of the enterprise, subconsciously generate a strong centripetal force towards the enterprise, and form common ideals and values, so as to attract and retain a large number of useful talents for the enterprise

2. Corporate culture is a policy. Corporate culture is not the mold of a factory. It creates employees who are exactly the same one after another. It allows employees to behave in a regular, orderly and consistent manner, be cautious in everything, and refer to each other. To build enterprise culture and implement cultural strategy, the most fundamental thing is to cultivate a kind of thought and spirit of employees; Cultivate an adaptive atmosphere in the enterprise, so that employees can accept, approve and maintain the enterprise imperceptibly. This cultural atmosphere clearly expresses or implies what the enterprise opposes and prohibits, what it supports and encourages, what it preaches and spreads. It focuses on giving full play to the collective personality and wisdom. It is to spread the thinking of employees, rather than restrict the thinking of employees. It should regulate the collective behavior of employees, but not the details of behavior. It does not regulate the behavior of employees for the sake of regulation, but forms collective unconsciousness through supracultural accumulation. Its essence is to pay attention to the collective unconscious idea of the enterprise. Through a long-term process, employees can obtain the genetic gene of collective unconsciousness, so as to achieve the self-conscious and automatic effect of enterprise management

3. Corporate culture is a learning atmosphere. Learning is not only human nature, but also the source of interesting life. Whether it is individuals or enterprises, the meaning of their lives lies in the beautiful experience of success. An excellent corporate culture is basically to convey a concept to employees: an enterprise is a big school, that is, a learning organization. While employees make contributions to the enterprise, their own quality will also be improved. Compared with state-owned enterprises, the employees of private enterprises are relatively mixed, their overall qualities are quite different, and their values and life pursuits are different. It is difficult to quickly establish the loyalty of employees to the enterprise and integrate them with the enterprise. The culture of private enterprises is to cultivate a cultural atmosphere within the enterprise that attaches importance to learning and is good at learning, so that employees can constantly accept new knowledge and ideas, so that the enterprise can keep up with the times, and so that employees and enterprises can learn and grow together

(III) the construction of private enterprise culture is a long-term dynamic process

the construction of private enterprise culture is not a short-term action achieved overnight, nor is it a phased work once and for all, but a long-term dynamic process. The construction of corporate culture is a strategy focusing on the future and the whole. It is different from the natural instinct of enterprises chasing short-term profits and quarterly profits. A large number of studies have shown that it will take at least years or more for an enterprise to truly establish its corporate culture. Therefore, private entrepreneurs must have a clear and full understanding of this, take the process of cultivating corporate culture as the long-term strategy of the enterprise, and carefully design, adhere to and maintain it for a long time

corporate culture belongs to the micro superstructure, which is not only a reflection of the enterprise's own situation, but also affected by the social environment. Once the corporate culture is formed, it has relative stability and has a stable and lasting impact on the development of the enterprise, but it also has dynamic changes. The survival, development and expansion of enterprises are always in a certain environment, and the objective environment is always undergoing great changes. Private entrepreneurs need to be keenly aware of this changing trend, consciously examine the coordination between the existing corporate culture and this trend, and consciously guide the transformation of corporate culture if necessary. Otherwise, if the original positive culture is not updated in time, it will become a negative culture and hinder the development of the enterprise. That is to say, the corporate culture is not static

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