How to strengthen corporate culture consciousness? 0? three

1 Strengthening corporate culture consciousness I. Definition of corporate culture 1. What is corporate culture? Corporate culture is a unique value standard, tradition, viewpoint, morality and norms of an enterprise. It is the belief and habit style that employees in enterprises generally follow. 2. Mature corporate culture The corporate culture of many enterprises often changes when it is not formed. One is people-oriented, the other is technology-oriented, and the other is service-oriented. The real corporate culture is very stable. Mature corporate culture will not be easily changed because of changes in conditions and environment. Once the corporate culture is formed, no matter how bad the external conditions are, it will not change. The external conditions are good, and the connotation of this culture is still there; The external conditions are not good, and the connotation of this culture is more distinct and prominent. Case 56 years ago, IBM made a strategic transformation from a product supplier to a service and solution supplier. At this time, it will sublimate its own corporate culture, which will eventually extend to the thoughts and words and deeds of every employee. In other words, five or six years ago, IBM salesmen sold products, but today, an IBM marketer sells services and consulting solutions. IBM sold its personal computer business to Lenovo. After Lenovo bought the PC, its cultural connotation and the operating mechanism of the whole company, including its cultural connotation, will be sublimated. If it is not sublimated, the acquisition of this PC business is a disaster. Second, the role of corporate culture 1, evaluation by experts and authoritative organizations Relevant experts and authoritative organizations gave a very high evaluation of corporate culture. The fundamental reason why Fortune 500 companies outperform other companies is that these companies are good at injecting vitality into their corporate culture and making them immortal for a hundred years. They are constantly optimizing their corporate culture to match the company's strategy and operation, so as to keep pace with the times. The strength of a country lies in the economy, the prosperity of the economy lies in enterprises, the development of enterprises lies in management, and the quality of management lies in culture. Excellent enterprises create excellent corporate culture, and excellent corporate culture undoubtedly creates excellent successful enterprises. The two are complementary. 2. The importance of corporate culture In the market competition, what enterprises lack is often not products, technology or human resources. What is really lacking is a culture, a cohesion and a team spirit. Cultural forces can effectively produce this kind of cohesion and team spirit. The competition in 2 1 century, if understood from a high level, is actually not the competition between enterprises, nor the competition of technology or products, but the competition of culture. Corporate culture is a force of rebirth or destruction, which can regenerate or destroy enterprises. Therefore, shaping corporate culture itself is to create a brand-new mental model. The most competitive enterprise in the future is a literate enterprise. 3. Correct understanding of corporate culture From the perspective of the power of corporate culture, the most complicated human resources problems can be solved in front of corporate culture. Every enterprise has a culture. No matter whether these accumulations are heavy or not, whether they are clear or not, they are actually cultured. For enterprises, the most terrible thing is the complacency of ideas. It's very important to recognize your own corporate culture, but you should try your best to improve and optimize this culture after recognizing it. Conceptually, standing still is the most terrible thing. From this perspective, we can truly understand the enterprise thinking mode mentioned by Dr. Peter Sanjay in the Fifth Discipline. If the enterprise's thinking stops, then the enterprise has no hope. 4 Three, the four dimensions of corporate culture When we talk about a certain aspect, we can't just consider it conceptually, we need to further decompose and refine it. We can also consider the composition of our entire corporate culture from four dimensions. These four dimensions are visual system, behavior system, management system and concept system. Visual system refers to specific signs, colors, etc. For an enterprise, people can identify your enterprise at a glance. Behavior system refers to the code of words and deeds of employees in enterprises, so that people can judge your corporate image through their feelings of words and deeds when they are in contact with your employees. Management system refers to the management system and management concept of an enterprise, which enables people to know and understand the action mechanism of the enterprise through the management system of the enterprise. Concept system refers to the strategic intention, service purpose and values determined by enterprises for their own development, so that people can understand who I am and what kind of person I am. Four levels of corporate culture If corporate culture is compared to a goal, it can be divided into four levels, namely, surface culture, shallow culture, middle culture and core culture. These four levels of culture constitute the overall structure of corporate culture. 5 four levels of corporate culture 1, the positioning of the surface culture The so-called surface culture is the first level of corporate culture, that is, the material culture of the enterprise. Mainly manifested in some artifacts and logo culture of the company. 2, the content of the surface material culture The content of the surface culture is very simple, for example: 3, the role of the surface material culture The first impression is very important to customers and society, so enterprises should pay attention to six material cultures. We often encounter a social phenomenon, that is, whether men and women meet their future parents-in-law or parents-in-law for the first time, they will dress themselves up beautifully, that is, leave a good first impression on their future parents-in-law. The superficial culture of a company should actually play this role. Logo culture was very popular in China in 1990s, but enterprises limited to logo culture were short-sighted. Successful enterprises have successful material culture, but enterprises with good material culture may not be successful. Case: Qin Chi Group won the bid in CCTV, but you can see Qin Chi's advertisement when you turn on the TV, so that all China knows Qin Chi, Qin Chi's logo, Qin Chi's color and Qin Chi's image and culture, but Qin Chi finally dies. This shows that superficial culture is not enough. At that time, Qin Chi had a famous saying, "We can drive Santana to CCTV every day, and we can drive Mercedes-Benz." This sentence completely violates the laws of the market. According to this logic, if we open more CCTV and advertise in TV stations every day, our enterprises can develop and survive, which is obviously unrealistic. So superficial material culture is useful, but its function is limited. Shallow culture 7 1, the positioning of shallow culture has a good surface culture, which is only the first impression. Shallow behavioral culture is the second level of corporate culture. Mainly manifested in the activity culture and etiquette culture of enterprises. 2. The content of shallow behavioral culture The specific content of shallow culture is as follows: Case There is a Japanese-funded enterprise, and there must be a yellow line in the middle of every road. Employees must walk on the right side of the yellow line and cannot cross it. Their corporate culture tells everyone that the yellow line is equal to a wall and cannot be surpassed. Everyone walks to the right, which is in line with the courtesy of the guests and the company is clean. If you want to go to the toilet, you can find it. Therefore, shallow culture should not be underestimated, it embodies a value orientation of the whole company. 3. The role of shallow culture The shallow culture reflects the management style and work style of an enterprise. It embodies the mental outlook of an enterprise employee. 8 is a cultural feature of interpersonal relationship. It is a dynamic reflection of enterprise spirit and enterprise goals. Successful enterprises all have successful behavior culture, but enterprises with good behavior culture may not be successful. Case The Gordon Hotel in Shenyang is famous for having a doorman in his seventies. The old man is short, but very capable and dedicated. His eyes are neither condescending nor exaggerated. His behavior not only became a behavioral culture, but also extended into a spiritual culture. The whole Gordon learned from him, and he became an example and model for the whole company. The cultural characteristics of Gao Dun Hotel are finally reflected in this doorman. This doorman is in sharp contrast to the aforementioned "welcome". Therefore, every enterprise should think about how to build the shallow culture of the company. Middle-level culture 1, the orientation of middle-level culture The third layer of enterprise culture is middle-level institutional culture, which is manifested as a norm of culture for the whole enterprise, including some mandatory institutional culture and paper culture. 2. The content of middle-level system culture The so-called middle-level culture refers to the most basic system of an enterprise, the definition of company ownership, responsibility mechanism, distribution mechanism, employment mechanism, the organizational structure of the whole company and the overall management mode of the enterprise, which constitute the middle-level culture of the enterprise. 3, the performance of the middle-level institutional culture, the establishment of enterprise ERP system Many enterprises are doing the establishment of the whole ERP system. Digital management and information management are the only way for modern enterprises. However, the premise of digital and information management is standardization. Without standardization, it can't be digitized, otherwise the whole process of the company will be chaotic, the organizational structure will be scattered, and the departments and employees will not match. Therefore, if many enterprises want to introduce ERP, they must first establish and improve the whole management system. The concrete manifestation of the middle-level institutional culture produced by a large number of management theories is that more and more management theories are constantly produced. This shows that China enterprises attach importance to management. Harvard management books are very popular. Harvard Business School and other schools of management books sell well. The popularity of these books illustrates a problem. Enterprises in China have begun to have a good understanding of the middle management system. In the case of 10, a person bought a set of German equipment and brought two German engineers to assemble it. Two Germans eat what they give, and they eat only when they give it. They worked day and night like two machines, and finally assembled them, one week ahead of schedule. According to the etiquette of China people, they should be arranged to travel for an extra seven days. But the two German engineers were surprised because there was no relevant arrangement on the document. The friend explained the reason before agreeing, but he had to inspect the goods first, then buy them a plane ticket and go back to Germany to hand over the work. After finishing the work, I will put the money into their account and fly back to travel. My friend is puzzled by what these two German engineers have done. In the process of equipment inspection, German engineers found a problem. One screw is crooked, but its tightness is good. Engineers in China think that this is not a problem, and it is impossible to install all hexagon screws with the same tightness. The German engineer replied that this can be done completely. Hexagon screws are bent because they are not tightened according to the specifications. Results After investigation, the German engineer's guess was correct. According to the technological requirements, because the screw is very big, it needs two people to finish it together, one person fixes the wrench and the other person screws the screw. As a result, someone violated the operating rules. One person is screwing the screw, and the other person is resting at 1 1. So, in many cases, you can see where the potential problems are. This serious attitude of the Germans is not written in the documents of rules and regulations, but he is observing it. Therefore, only by giving cultural connotation to the management system of the whole company can it have vitality and the whole management system become meaningful. 4. The role of middle-level institutional culture The weak link of enterprise management is often the level of middle-level institutional culture; The middle-level system regulates people's behavior, which is clearly recorded and proved to be correct; It should be noted that all successful enterprises have successful institutional culture, but enterprises with good institutional culture may not be successful. Institutional culture, we talked about two levels: one is to have a standardized management system, and the other is to give this management system cultural connotation, which is based on culture, not on the pressure or punishment of the system. Blockage can't be prevented. Standardized management, the whole middle-level institutional culture, is actually a very important infrastructure of the company. Without this infrastructure, the higher the house is built, the faster it is built and the faster it falls down. Without the support of middle culture, the company can't really grow and develop. Core culture 1, the positioning of core culture Deep spiritual culture is the core layer of corporate culture and the formal culture of corporate consciousness 12, which will be influenced by external environment and internal factors. The survival culture of any enterprise has its own characteristics. Because it is influenced by external environment and internal factors, it constitutes the core of an enterprise, and the core of culture is also the spiritual culture of the enterprise. 2. The contents of deep spiritual culture The main contents of deep spiritual culture of enterprises include: enterprise spirit; Enterprise ethics; Enterprise's values; Corporate goals and codes of conduct, etc. 3. The role of deep spiritual culture The deep spiritual culture is like a compass of an enterprise, which subconsciously guides everyone's thoughts, words and deeds in the enterprise. For example, the Jewish nation is United and cohesive, and the sense of hardship affects every Jew to a great extent. It can change everyone's values and philosophy. A successful enterprise has a successful deep culture, and an enterprise with a good deep culture will certainly succeed. The role of profound corporate culture is the most critical. 13 case There is a regulation in a company that the toilets in the company are divided into three levels because the company is relatively large: five-star standard, three-star standard and one-star standard. According to our general understanding, five-star toilet owners use it, three-star toilet middle managers use it, one-star toilet employees use it, and flying toilet workers use it. But the rules of this company are different. In the areas and floors where guests come and go, all bathrooms are decorated with three-star standards. If used within the company, as long as there are no guests, it is a one-star standard. But in one place, it must be a five-star standard. High-grade tiles, ceilings, advanced bathroom equipment, bath liquid, hot fans, toilet paper, toilets are all automatic flushing, infrared rays, and so on. Men's and women's toilets are all attended by special personnel and taken care of in time. Such an advanced toilet is for workers. The nature of this company is a terminal freight company, and its function is not only reflected in a system, but also in the guidance of company values and a spiritual level. As a cargo transportation company at the dock, these workers are a very important part that really brings benefits to the company. To reflect the value of workers, we should not only give them wages, but also respect their personality. Under such circumstances, the laborer will have a good impression in his heart, so he will play his subjective initiative in his work, and this spirit will play a very important role. Therefore, the deep-seated spiritual and cultural function is the most important and core component of the corporate culture of the whole company. 14 the relationship between the four levels of corporate culture The four levels of corporate culture are not simply divided into four parts: surface, shallow, middle and deep. They have their own characteristics, but they are also related. This correlation is reflected in the fact that material culture is superficial and the most concrete, which constitutes the hard shell of corporate culture. Behavior culture is a shallow activity, which constitutes the soft shell of corporate culture. Institutional culture is the transformation of ideology and a bridge between soft and hard shells of corporate culture. Spiritual culture is ideology and cultural psychology, and it is the core of corporate culture. V. Core Functions of Corporate Culture If an enterprise can truly establish and improve the surface, shallow, middle and deep culture, it can have the following five functions: Guiding function With a clear corporate culture, it can guide the value orientation and behavior orientation of the whole enterprise and every member, so that the words, deeds and thoughts of every member of the enterprise conform to the standards formulated by the company 15. Case Panasonic Seven Spirits Matsushita, Japan, has been able to become an excellent enterprise for many years, a very excellent company among Japanese enterprises. It has seven souls. First, industry serves the country; Second, be aboveboard in Panasonic; Third, be consistent with each other; Fourth, everyone should be positive; Fifth, be polite and humble; Sixth, everyone should adapt to and absorb the Panasonic spirit; Seventh, we should have the concept of gratitude. This Panasonic spirit has played a very good guiding role for everyone in Panasonic. If you really want to work hard at Panasonic and get room for survival and development, you must conform to its seven spirits. A corporate culture with excellent constraint function not only has a good guiding function, but also has a very obvious constraint function. This constraint is not based on words, management pressure or punishment. The binding function of excellent management culture is to bind and standardize the thought, psychology and behavior of every enterprise employee. This cultural constraint is a soft constraint, which produces the atmosphere of the whole enterprise culture, as well as the code of conduct and moral norms of the group. Case Wal-Mart is a world-class enterprise. There are two rules in Wal-Mart's culture: First, the customer is always right; Second, if there is any objection, please refer to the first one, then the customer is still right. A culture like this has a binding effect on the thoughts and behaviors of employees in the whole company 16. First of all, customers are value-added partners of enterprises. In the process of service, employees should have a mentality, that is, under no circumstances can there be contradictions and disputes with customers, and there can be no fierce conflicts with customers. This is a kind of culture. Instead of condescending employees, employees are not allowed to beat and scold customers. If a customer scolds an employee, it is a mistake made by the customer. According to the spirit of Wal-Mart, "If you have any objection, please refer to Article 1", and there should be no conflict with customers. This is a high-voltage line, which has a binding effect. Cohesion function When a value is recognized by employees, it will become a kind of adhesive to unite and unite enterprise members from all aspects. This is a powerful force that corporate culture can form. All members of the enterprise have a sense of identity. On the one hand, they contribute to the enterprise, on the other hand, they show their self-worth, thus generating great centripetal force and cohesion, which is a very powerful force that corporate culture can bring to the enterprise. Incentive function Once the corporate culture is established, it can play a very powerful incentive role and motivate employees to keep forging ahead. Therefore, an excellent corporate culture has the function of arousing high working mood among corporate team members from the deep heart, and making 17 forge ahead and take on the spirit. People's motivation is not external promotion, but internal traction, which is much stronger than external promotion. Through the shaping of corporate culture, employees have the dedication to work hard for the enterprise from the bottom of their hearts. There is a company in the case, and everything is clean. It is very strange that the carpet on the floor has lost its hair in many places. Walking to the honor room of this company, I seem to have hung a hook on the floor. Many companies have trophies, certificates, pennants, taking photos with national leaders, celebrities and so on in the honor room. If the company has a long history, there are bronze statues of the late chairman and some products. There are these things in the honor room of this company, but the only difference is that when you enter the front wall of the honor room, you hang not these things, but photos of meritorious employees selected by all the employees of their company. Among them, their company has a cleaner aunt, who was rated as a meritorious employee by everyone. Aunt's photo is more conspicuous than that of the chairman and general manager. Because of the front wall, my aunt sweeps the floor very hard every day, so the hair on the carpet is swept away by her. This is the reason to stimulate the corporate culture of the company. Radiation The so-called radiation effect means that once the corporate culture forms a relatively fixed pattern, it will not only play a role within the enterprise, but also have an impact on the employees of the enterprise. 18, it will also have a far-reaching impact on the whole society through various channels. This radiation function is very powerful. The culture of Shangri-La Hotel is "everything is a trivial matter, and the service to customers is meticulous". This entrepreneurial spirit eventually spread to the hotel industry all over the world. Personalized service has become a principle that all service industries are adhering to and following now. In Shangri-La Hotel, as long as you have stayed in the hotel once, it should know your needs as much as possible and record them. The next time you come to the hotel, it will provide personalized service according to your understanding of your personality. For example, if you don't like 4, it won't give you a room with the number 4. If you like 8, it will provide you with a room with the number 8 as much as possible. If you like flowers, you will see your favorite flowers as soon as you enter the room. Some people like lilies, others like roses. These factors will be taken into account. If you are allergic to flowers, there will definitely be no flowers in your room. Sixth, the construction of corporate culture To build corporate culture, we must first understand the four modes of organizational behavior. The first mode is called dictatorship mode, the second mode is called interest mode, the third mode is called hierarchy mode, and the fourth mode is called community mode. The foundation, management orientation, employee orientation, employee psychological state, employee demand satisfaction and management effect of the four models are different. Four modes of organizational behavior 19 Dictatorship Mode Interest Mode Hierarchy Mode Community Mode Basic Rights Economic Resources Leadership Partnership Management Positioning Authority Money Support Team Work Staff Positioning Obey Safety and Welfare Work Performance Responsibility Employee Mental State Dependence on Boss Dependence on Organization Participation Consciously Self-discipline to Meet Employees' Needs, Survival Needs, Safety Needs, Status Recognition Self-realization, Minimum Management Effect Negative Cooperation has become the fourth mode of positive and enterprising enterprise dream. This tells us the fact that everything has a driving factor. Without the driving factors, there would be no such result. Therefore, enterprises should have team spirit, sincere unity, self-realization, self-discipline and initiative. There are many choices for corporate culture atmosphere. 1, dedicated and dedicated employees are the most recognized in the company, and this corporate culture atmosphere is very important in the initial stage of the enterprise. 2. When a cohesive company grows up, people's hearts begin to wander, and corporate culture should be committed to improving cohesion. 3. Image-based companies have further expanded and gained a certain social image. At this time, it is necessary to consider whether to establish a corporate image. Haier was originally a little-known 20-year-old company. It smashed the refrigerator, smashed a corporate image and smashed an international brand. Haier's culture began with smashing refrigerators. 4. Aggressive type should have a strong sense of competition. The competition between mobile phone market and home appliance market is fierce. So we see that too many home appliance enterprises have closed down. Now there are competitive companies such as TCL and Skyworth, and there are also many companies with weak competitiveness. Therefore, the more intense the competition, the more competitive corporate culture should be formed. 5. When the strategic thinking of smart companies is unclear, enterprises will introduce management consulting services at this time and invite experts and independent directors to brainstorm. The purpose of inviting independent directors to make suggestions is to form an intelligent cultural atmosphere, and the boss is not the only one in charge. 6. Learning should establish a learning organization, conduct lifelong learning, and constantly absorb nutrition. 7. Innovation and innovation cannot be blindly innovated. What should be innovated should not be innovated. Corporate culture atmosphere: choose 2 1 serial number category, specialty, suitability, atmosphere, dedication and dedication; Have a sense of responsibility and mission; Focus on corporate interests and honor, regardless of personal gains and losses. Employees focus on personal interests, lack initiative, work negatively, shirk, and walk slowly when the phenomenon is serious. Environmental cohesion builds attraction, centripetal force and affinity; Unify ideas and values; Teamwork and mutual care. Enterprises are absent-minded and have no common ideas and values; When there is a lack of teamwork. The image of the three image-oriented enterprises is unified, full of marketability and sense of the times; Civilized and standardized employee behavior; Focus on shaping the visibility and reputation of enterprises. Enterprise visual identification system is outdated and inconsistent; Low brand awareness and reputation; When employees' image is poor and their behavior is sloppy and irregular. Surrounded by a strong sense of crisis and hardship, the atmosphere is aggressive, pioneering and passionate. When employees lack a sense of crisis, competitive awareness or core competitiveness. Five environmental intelligences gather wisdom and organize resources; Respect knowledge and attach importance to talents. Enterprise strategic thinking is not clear; Poor management, talent is not fully explored. Focusing on six learning-oriented lifelong learning, we should constantly absorb new knowledge and master new skills, and * * * become a learning organization with improvement and progress. Employees are poor in business skills, outdated in concept, complacent, not good at learning and not enterprising. Seven innovative ways to break away from convention and take risks; New ideas, new management, new technologies and new products. Employees are content with the status quo, stick to the rules, and the management is blind, lacking in innovation and thinking about pioneering. Explain that you should choose according to your own characteristics and needs. Seven, the best time to introduce corporate culture Every enterprise should make some best choices when introducing corporate culture. The following situations are the best time to introduce corporate culture: when the management of the enterprise needs to be improved and new success is achieved; When the enterprise is prepared for danger in times of peace and needs sustained and stable development; After joining WTO, enterprise management needs to be in line with international standards; When the enterprise lacks team spirit and needs to improve cohesion; When the enterprise management system is poor and the organizational structure needs to be optimized; Personnel changes, low efficiency, need to reshape the image; When the core concept system of an enterprise needs to be reorganized and rebuilt; When the enterprise's product quality policy and service consciousness are backward; 23. When the goal of the enterprise is unclear and the strategic thinking is unclear; When employees have outdated ideas and lack innovative consciousness; Lack of sense of crisis and competitiveness, weak market awareness; When a new company of an enterprise is established or merged into a group enterprise; When changing the business direction and entering another brand-new field; When the enterprise expands its business scope and implements diversified operations; When entering overseas markets and starting to operate internationally; When enterprises use new well-known brands, they create new market space. Enterprises should seize the opportunity, find ways to seize the opportunity, gradually improve the corporate culture of enterprises, and produce centripetal force, cohesion and guidance.