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People oriented construction of corporate culture and evaluation of corporate culture

an enterprise is a person. People are the most active factor in an enterprise. The sum of the cultures created by the relevant people (entrepreneurs, partners, employees, customers, consumers, etc.) in activities related to the production and operation of the enterprise is the corporate culture of the enterprise. There are many definitions of "culture" in the academic circles, with rough statistics of more than 200. As a sub definition (subspecies) of "culture", corporate culture can extend one or more concepts of "corporate culture" from any definition of culture

culture in a broad sense is an abstract aggregate concept. The extended corporate culture is the sum of the material culture and spiritual culture created by the enterprise, which can be divided into material culture, institutional culture and spiritual culture. Some scholars believe that spiritual culture is the foundation and core, is the content essence of corporate culture, and institutional culture and material culture are the forms and results expressed or formed on the basis of spiritual culture; The author believes that the narrow sense of culture is mostly a specific symbolic symbol, and the extended corporate culture should be a tangible system that has a cohesive function and is widely accepted by the relevant people of the enterprise, that is, the spiritual achievement of the relevant people of the enterprise to successfully transform the enterprise activities. Relatively speaking, the construction of corporate culture mainly means that entrepreneurs (decision-makers and managers) adhere to people-oriented, respect people's survival rights and meet people's development needs as the premise, and build a humanistic atmosphere of "for people, care about people, cultivate people, value people, respect people, understand people, rely on people and unite people" through tangible channels or strategies, Finally, it is a practical activity to maximize the sharing of enterprise development achievements and enterprise value

I. corporate culture is the spiritual result of subjective practice. Not all enterprises have corporate culture

the author does not agree that all enterprises have their own corporate culture, and some enterprises are still in a chaotic state of "no culture". For example, all Chinese people have received Chinese education, including family education, school education and social education. They know some Chinese knowledge more or less and can communicate in the most basic language. However, it does not mean that "this person has culture" and will not talk about "how about this person's culture". Similarly, the view that "as long as an enterprise has its corporate culture" is too reluctantly

the author believes that corporate culture has the characteristics of hierarchy, systematicness, diversity and inheritance. From the perspective of the hierarchy of corporate culture construction, the entrepreneurial stage is the construction period of corporate culture, the development stage is the perfection and perfection period of corporate culture, and the career (industry) stage is the formation and dissemination period of corporate culture. Because of the diversity of corporate culture, there are many schools of thought and different opinions in the academic and business circles studying corporate culture, such as "the formation of corporate culture is the inevitable product of the development of an enterprise to a certain stage", "an enterprise has its own culture since its birth, which is mainly the reflection of the personal culture of the founders and main managers in the enterprise" "Corporate culture construction is to form a complete set of concept system, behavior recognition system, visual recognition system", etc. The author believes that the stability of corporate culture is the spiritual achievement of entrepreneurs (decision-makers and managers) in their successful transformation of enterprises, but it is not an inevitable product. Take hen incubating chicks for example. The construction of corporate culture is a process from egg to chick. Any egg has chicken genes and has the possibility of becoming a chick. However, before the chick hatches, the egg is an egg, the chicken is a chicken, the chicken is not an egg, and the egg is not a chicken. However, in the process of egg breaking, there will be rotten eggs caused by poor temperature or egg breaking caused by external factors, etc. all kinds of negative factors will make the chicks fail to shell. In the same way, an enterprise that is based on the official position, blindly grabs huge profits, loses human care for employees, and the relevant people of the enterprise and the people can not benefit from the development achievements of the enterprise can not have a corporate culture. Even if these enterprises will formally create libraries, reading rooms, radio stations, blackboard newspapers, enterprise internal journals, hold literary and art parties, paint corporate slogans, etc., it is a departure from the "people-oriented" foundation of the corporate culture, At the end of whitewashing the branches and leaves, he talked about building the corporate culture verbally and boasted that he was "very literate". After all, he still wanted to sleep with Wu Ma, wanted to touch the little nun's face, wanted to rob and steal with white clothes and White Helmets, and finally he was Ah Q with his head on the ground. In China, there was a large shopping mall that was very popular all over the country. The employees wore uniform, held a flag raising ceremony every morning, and recited the corporate spirit collectively, which attracted large and medium-sized shopping malls in many places to follow suit. However, the "pacesetter" finally closed down

II. The core embodiment of corporate culture is corporate cohesion

corporate culture is the sum of the cultures created by the relevant people in the process of transforming the practice of the enterprise. The employees play a leading and decisive role in this creative activity. If the enterprise is regarded as an organism, the employees are the living cells of the organism, and the enterprise is organized by one living cell

an IBM president once said: you can take away my machine and destroy my factory. As long as you keep my employees, I can make a comeback! Pree, the former chairman of P & G, once said: if you take away my capital, plant and brand and leave our people behind, we will rebuild everything within ten years! It can be seen that employees are the main body of the enterprise and the creator of enterprise benefits. Employees themselves are the greatest wealth of the enterprise. The entrepreneurship and development of an enterprise depend on people, and the foundation for the expansion and strength of an enterprise also lies in people. The key for an enterprise to make value and spread value lies in people, and the ultimate beneficiary of the development results of an enterprise is people. Whether it is to build the corporate culture or to make the corporate culture play a role, the first premise is to put people first, pay attention to the rights and interests of employees, maintain a relatively smooth degree of information within the enterprise, respect and give full play to the functions of external social supervision, internal enterprise trade unions and other organizations, and try to make employees participate in important decisions and profit distribution plans, so that employees can identify with the values of the enterprise, And then infinite loyalty to the core values of the enterprise

due to the broad and narrow sense of corporate culture itself, the understanding of the characteristics and forms of corporate culture in the business and academic circles is also different. Some people generally classify the characteristics of corporate culture as a kind of personality environment; Some people think that corporate culture is a common value shared by employees; Some people think that corporate culture is the enterprise system, concept and goal; Some people also say that corporate culture is a kind of management behavior, such as: using the right people to do the right things, reward and punishment system, etc. The author believes that the views mentioned above are a form of expression in the materialization of corporate culture, and in the final analysis, they are the external embodiment of corporate cohesion. How to examine and evaluate the culture of an enterprise, the core embodiment of which is the cohesion of the enterprise, specifically, the cohesion of all relevant people of the enterprise. Matsushita Yukiko once said, "I can feel the performance of a company as long as I walk into it for seven seconds." Similarly, the author believes that "as long as an enterprise is delineated for a simple survey and the cohesion of relevant people to the enterprise is accurately assessed, we can feel the culture of the enterprise."

corporate culture, as a spiritual achievement of subjective practice, on the contrary, it has a corresponding guiding effect on the subjective practice activities of enterprise related people, which is highlighted in the cohesion function of corporate culture, that is, the degree of initiative and consciousness of enterprise related people in the process of creating corporate culture. The corporate culture is people-oriented and respects people's feelings, thus creating a humanistic atmosphere of unity, friendship and mutual trust in the enterprise, strengthening the group consciousness, and forming a strong cohesion and centripetal force among the relevant people of the enterprise. Enterprises should attach great importance to the relevant persons of the enterprise, especially the employees' right to know, participate and make suggestions in the process of enterprise management. NFT will transform to a manufacturer of environmental protection new materials. Only when employees regard serving the enterprise as a happy and voluntary action, and rise to the spiritual level of gratitude to the enterprise, can the corporate culture be continuously improved, and the overall outlook of the enterprise be magnificent and vibrant; The enterprise benefit can keep pace with the times and increase day by day; The enterprise can make continuous progress, development, expansion, strength, long-term and valuable. McDonald's, a world-famous enterprise, encourages its employees by 'respecting human rights' so that their individual goals are consistent with the overall goals of the enterprise. At McDonald's, employees, regardless of their position, are always matched by their eldest brother and eldest sister. No title is allowed. Employees can even call their names directly, making them feel that the company is humane and has a sense of belonging

III. corporate culture construction in different periods

corporate culture construction should be a kind of cultural consciousness and action consciousness based on employees' own needs, which means the harmony of various relationships such as equality, respect, pay, welfare and feedback. Employees are the main body for enterprises to create value. As mentioned above, the construction of enterprise culture mainly means that entrepreneurs (decision-makers and managers) adhere to people-oriented, respect people's survival rights and meet people's development needs as the premise, and build a humanistic atmosphere of "for people, care about people, cultivate people, value people, respect people, understand people, rely on people, and unite people" through tangible channels or strategies, Finally, it is a practical activity to maximize the sharing of enterprise development achievements and enterprise value. All cultures are based on human beings. The construction of corporate culture should be "inside". The cultural characteristics of an enterprise must be internalized into the hearts of each enterprise related person, and must be "out of the ordinary" through their words, actions, spirit and other external behaviors. In the construction of corporate culture, the personal quality and values of entrepreneurs (decision-makers and managers) play a dominant role. The so-called "small enterprises look at the boss, medium-sized enterprises look at management, and large enterprises look at culture". When discussing enterprise management, Matsushita Yukiko said: "when there are 100 employees, I must stand in front of them to set an example and give orders; when there are 1000 employees, I must stand among them and ask them to help; when there are 10000 employees, I can only stand behind the employees and plan strategies; if there are tens of thousands of employees, I must put my hands together and lead them with a devout heart of worshiping Buddha." Matsushita Yukiko believes that entrepreneurs should play different roles in different stages of the enterprise: during the entrepreneurial period, entrepreneurs must bow to their relatives in important matters; During the period of enterprise development, we should be good at employing people; During the period of enterprise expansion, the employees' spiritual work consciousness, initiative and creativity should be derived through the construction of excellent enterprise culture. Next, the author briefly describes the construction of corporate culture from three stages: the entrepreneurial period, the development period and the career (industry) period

1. Corporate culture construction in the entrepreneurial period

this period is also commonly known as the "boss culture" period. It is mainly that entrepreneurs (decision-makers and managers) gradually establish and form the basic values, enterprise spirit, employee code of conduct, ethics and their sense of honor of the enterprise, and firmly establish the enterprise in the consciousness of the relevant people of the enterprise

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