On improving the independent innovation ability of enterprise culture
Corporate culture is the company's precious spiritual wealth. Cultivating a good corporate culture can form a strong cohesion and creativity among the employees of the company and promote the management of the whole company in by going up one flight of stairs.
But all along, some of our enterprises, when it comes to corporate culture, think it is singing, publishing blackboard newspapers and donating some money to the society. Corporate culture is regarded as decorations and vases, but it has not been promoted to a higher level to understand, and corporate culture generally lacks the ability and spirit of independent innovation.
In my opinion, to improve the independent innovation ability of corporate culture, we should do the following work:
1、? People-oriented? The principle of. We should regard employees as the main object of management and the most important resource of the company, always put people first, fully reflect employees' ideological and cultural awareness and stimulate employees' desire for innovation.
2. The principle that employees are the main body of the company. It is emphasized that employees are not only the main body of the company, but also the owner of the company, and the responsibility of the company and the future of employees should be organically integrated into the company's goals. Realize the sublimation of employees' own value and the organic unity of company development, so that employees can find pride and honor in corporate culture innovation.
3. Leaders take the lead in demonstrating. Corporate culture construction is a strategic and long-term work. In this process, enterprise leaders should be ahead, in-depth, take the lead, innovate and make achievements.
4. Highlight characteristics and pursue Excellence. It is necessary to highlight the distinctive personality and different characteristics of corporate culture. In the process of construction, we should excavate, refine and sort out the cultural connotation with distinctive characteristics of the company according to the actual situation of the company. At the same time, it is necessary to reflect the advanced level of the times, so that all employees can appreciate our corporate culture, so as to resonate with the society in this advanced corporate culture, so as to realize that everyone pursues Excellence and everyone creates Excellence.
Improve the consensus and recognition of corporate culture.
Cultural management is a new type of modern enterprise management, which is paid more and more attention by enterprises, but in practice, many enterprises often behave as follows? Advanced ideas and backward behavior? We believe that the key to the problem lies in not accurately grasping the essence of corporate culture management and not effectively improving the consensus and recognition of corporate culture.
First, the meaning of corporate culture management
Corporate culture refers to the sum of a series of ideas and behaviors that employees of enterprises generally agree with and consciously follow at this stage, which is usually manifested in the mission, vision, values, management model, code of conduct, moral norms and traditions and habits followed by enterprises.
To understand corporate culture, we need to pay attention to the following two points:
First, only the elements of consensus can be called culture. If there is no consensus, the new things put forward by enterprises can not be called culture at present, but can only be said to be the cultural seeds of future culture. Corporate culture represents the common value judgment and orientation of enterprises, that is, the consensus of most employees. Of course, consensus is usually relative. In real life, it is usually difficult to imagine that all employees of an enterprise have only one thought and one judgment. Because people's quality is uneven, people's pursuit of diversification, people's ideas are more complex and diverse, so corporate culture can usually only be a relative consensus, that is, the consensus of most people;
Second, culture must be internal. Once the ideas and behaviors advocated by enterprises reach a general consensus, are recognized by employees and become the culture of enterprises, they will be consciously followed by employees.
In our opinion, corporate culture management refers to the modern management science that enables employees to form a consensus and recognition on the cultural concepts advocated by enterprises through cultural construction, thus effectively exerting the functions of cultural guidance, encouragement, cohesion and restraint, and realizing multi-level independent management to the greatest extent.
Second, corporate culture consensus and recognition
(A) the psychological process of the formation of corporate culture
What is cultural formation? Such ideas and rules? A process in which employees generally understand and ultimately produce conscious behavior. This process can be roughly divided into three steps: familiarity, cognition and recognition of culture. Culture is a gradual awakening process, which is gradual.
1, familiar with? Like this? A culture
Want to build? Like this? A culture, first of all, is to familiarize employees with the culture advocated by enterprises. Enterprises can spread cultural information through internal publications, TV stations, intranets, bbs, slogans, system texts, training and a whole set of networks. What culture do employees feel when they come into contact with this information? Like this? , so as to gradually understand and be familiar with the cultural language, symbols, methods, processes, ideas and rules of the enterprise.
2. Cognition? Like this? A culture
Familiarity is the basis and premise of cognition. Cognition? Like this? A culture is to let employees know why there must be such a culture, right? Like this? Cultural understanding. Understanding not only means a lot of memory and understanding of information, but also means understanding and profound grasp of cultural concepts and values. Employees really realize the true meaning of culture from the large amount of information they have come into contact with.
3. Do you agree? Like this? A culture
Cognition is the basis and premise of identity. Identity? Like this? A culture is that employees have become conscious of this culture, and this culture has been internalized as a part of themselves. Employees not only recognize the significance and important role of culture, but also understand the essence of culture, have emotional experience of culture, form a positive attitude towards culture, and are willing to act according to the guidance of culture. When culture becomes a universal consciousness, the introduction of corporate culture is truly completed.
To sum up, the formation of corporate culture should first make employees reach a general consensus, that is, they should be familiar with the culture advocated by the enterprise and recognize the significance of the new culture; Secondly, on the basis of reaching a consensus, further identify with the cultural proposition of the enterprise and consciously act according to the requirements of the new culture. To this end, we propose the following indicators to measure the consensus and recognition in the process of cultural formation.
(B) corporate culture consensus
1, consensus elements of corporate culture
Corporate culture elements refer to an important idea, value and goal in an enterprise, or a system, a behavior and a material and cultural phenomenon.
Identity of corporate cultural elements = (number of employees in the enterprise who know this cultural element/total number of employees in the enterprise)? 100/ 100
2, corporate culture system consensus
Enterprise culture system refers to the whole enterprise culture system, which usually includes enterprise concept culture system, system culture system, behavior culture system and material culture system.
Degree of recognition of corporate culture system = (number of employees who understand the cultural system/total number of employees)? 100/ 100
Although there is a common culture among employees in an enterprise, due to the differences in personnel and specific work contents of various departments in the enterprise, each working group will form its own unique culture in its own environment. Based on the corporate culture differences of different groups in the enterprise, this paper puts forward the corporate culture consensus degree of different groups.
3. Consensus of different groups on corporate culture elements
Consensus of different groups on corporate cultural elements = (number of employees in the group who know the cultural elements/total number of employees in the group)? 100/ 100
4. Consensus of different groups on corporate culture system
The recognition degree of different groups on the corporate culture system = (number of employees in the group who know about the cultural system/total number of employees in the group)? 100/ 100
The numerical range of consensus degree is usually 1%? 1, 1% stands for new culture, which was first put forward by an individual entrepreneur or an advanced figure.
(C) corporate cultural identity
Conversely, we propose four indicators to measure the cultural identity of enterprises and their different groups:
1, the degree of recognition of corporate culture elements
Degree of recognition of enterprise cultural elements = (number of employees who agree with this cultural element/total number of employees)? 100/ 100
2. Identification of corporate culture system
Corporate cultural system identification = (number of employees who identify with the cultural system/total number of employees)? 100/ 100
3. Group's identification of corporate culture elements
The recognition degree of different groups on corporate cultural elements = (the number of employees in the group who recognize the cultural elements/the total number of employees in the group)? 100/ 100
4. Group's recognition of corporate culture system
Group's recognition of corporate culture system = (number of employees in the group who recognize the cultural system/total number of employees in the group)? 100/ 100
The recognized numerical range is usually 1%? 1, 1% stands for new culture, which was first put forward by individual entrepreneurs or an advanced figure.
Third, grasp the law of cultural communication and effectively improve the consensus and recognition of corporate culture.
(A) the law of cultural communication
Pingping? Dr. Rogge's research reveals the law of corporate culture spreading among employees. Dr. Rogge believes that the idea of change often comes from a small group (generally about 2.5% of the total population), and then it will spread to? Early adopters? There (they account for about 13.5%). Once these people agree to change their minds, then what? Most people? Will be adopted (about 68% in the middle of the normal distribution curve), and finally, slow people? (The rest is about 15%) will gradually accept the idea of change.
(B) ways to improve corporate culture consensus and recognition
The promotion of cultural consensus and identity often goes through a gradual process from different groups to the whole enterprise, from core cultural elements to corporate cultural system.
1, the leadership formed and put forward a new cultural concept.
A lot of corporate culture content comes directly from the ideas and viewpoints of business leaders. In the process of forming cultural vision, leaders often absorb the advanced ideas of outstanding employees (especially corporate heroes) in the enterprise to enrich and improve the cultural vision of the enterprise.
2, the leadership culture spread to the management team.
Management team is a management alliance with the leadership as the core, absorbing other senior managers, middle managers and leaders of some informal organizations within the enterprise. Through the selection and promotion of leaders' role models and managers who support cultural vision, the ideas, values and behaviors of management team members will gradually converge, thus forming a management team culture.
3. Lead and manage the team to introduce and deeply cultivate the management team culture.
There are many ways to introduce and deepen the culture of planting management team. In terms of cultural introduction, do you mean it? It is particularly important, especially what the management team pays attention to, demands, feels uneasy, rewards and punishments.
4. Employees have a positive attitude towards the management team culture.
The formation of corporate culture is a process in which employees gradually form a positive attitude towards the management team culture. Employees usually go through a process from familiarity, imitation, obedience, understanding and recognition to internalizing the culture advocated by the management team.
5. Employees share the management team culture and form a corporate culture.
Corporate heroes and cultural stories will have a great influence on employees. Coupled with the personal demonstration and publicity of the management team, the attitude of some employees began to change. Some employees directly imitate the typical behavior of enterprise heroes and produce the behavior that enterprises need; Another part of employees understand and agree with the ideas and values advocated by the enterprise from the behavior of enterprise heroes, so as to make the behaviors needed by the enterprise. Through typical publicity, let more employees do the behaviors that enterprises need. With the gradual improvement of consensus and recognition, the cultural vision advocated by leaders has gradually spread and penetrated into the employees of enterprises, and has become a concept and behavior model that employees generally agree with and consciously follow, thus becoming a truly effective corporate culture and enabling enterprises to enter a new stage of cultural management.
Conduct corporate culture training
Corporate culture takes the shaping of values as the core and aims at improving the performance and management level of enterprises. An excellent corporate culture must include two elements: first, whether the core concept is correct, clear and prominent, and second, whether this concept can be publicized and implemented so that every employee can recognize it and reflect it in his actual work.
Many enterprises actually do not lack excellent cultural concepts, such as? People-oriented, the pursuit of Excellence, integrity and innovation? And so on, there is no essential difference between different enterprises in core concepts, but there are essential differences in working methods and behaviors. This requires all employees to understand what corporate philosophy is and how to combine corporate philosophy with practical work by building a complete training system.
Many domestic enterprises also pay more and more attention to corporate culture training, but it is often irrelevant, mainly in the following aspects: first, many enterprises often do it when they think of it, or do it when something goes wrong, that is? Fire fighting? Training, without systematic planning; Second, there are no people with different levels and functions. Cauldron stew? Types of corporate culture training; Third, the training form is too single, and there is no comprehensive use of case study, discussion and activity training.
The company has embarked on the fast track of development, with the rapid establishment of institutional outlets, and the implementation of the system needs cultural integration more and more to improve the management effect as soon as possible. It is suggested that the company plan the corporate culture training system from three aspects: content, form and organization, and start the training as soon as possible.
Hierarchical structure of content requirements
In the early stage of corporate culture construction, when you need to have a basic understanding of corporate culture theory, you can use it? Big class? Training methods, regardless of the object, universal education. However, after that, we must carry out in-depth cultural construction. When training corporate culture, we need to design different training contents and forms for people with different levels and functions.
From the enterprise level, the top management needs to understand the essence of corporate culture, the relationship with traditional culture, the relationship with strategy and core competitiveness, and how to implement cultural changes. The middle layer focuses on how to embody corporate culture in leading subordinates, implementing assessment and team building, that is, the combination of corporate culture and management skills. Without excellent leadership, it is impossible to spread corporate culture. Grass-roots personnel need to understand the company's corporate culture concept and how to embody corporate culture in their work; Newcomers need to know the history and culture of the company, the deeds of advanced figures and the code of conduct.
From the perspective of corporate functions, different departments have different needs for corporate culture, and marketing departments need to understand corporate culture and brand building, promotion, advertising and public relations. The human resources department needs to understand the organic combination of corporate culture and recruitment, training, assessment, salary, incentive, reward and punishment, appointment and dismissal; Cultural training in other departments should also have different emphasis.
Second, the form requires vividness.
There is a significant difference between enterprise training and school education. On the one hand, as adults, they are not interested in simple knowledge education and it is difficult to absorb it. On the other hand, enterprise training emphasizes input and return, that is, they must be able to improve the ability and quality of employees and contribute to enterprise performance. Corporate culture training is no exception. The traditional lecture training method is not ideal, and it does not aim at the characteristics of adult learning, nor at the specific management problems and business characteristics of enterprises. So people often think that corporate culture training can't be immediate.
It is true that corporate culture, as a relatively new management theory and method, takes the shaping of values as the core and aims at rallying people's hearts and improving management level. Its important role is beyond doubt, but corporate culture often lacks unified operation methods, so it often makes people feel uncomfortable. Virtual? . In fact, the quality of corporate culture is not learned, but more spontaneous? Understand? Senior managers need to have excellent leadership and management skills, set an example and vigorously promote them; Middle managers can understand and implement it well; Grassroots personnel can embody various concepts of corporate culture in their own work.
To make employees consciously and voluntarily abide by and maintain the enterprise's system and culture requires employees' perception. Perception is a kind of realm, which requires comprehensive use of various training methods, including lectures, case studies, seminars, activities, games, outward bound training, team training and so on. Each method has its own advantages and should be selected according to the training content and object. For example, lectures are generally suitable for high-level comparative theory courses, and activities and games are suitable for courses that require perception and experience. Seminars are more suitable for employees to discuss a problem in depth. The company has carried out many outward bound training and team training, with good results. We should further train lecturers, reduce training costs and increase training frequency.
Three. Organization's requirements for integrity
Corporate culture construction is a systematic project, which requires not only reaching a consensus on the connotation of culture, but also mobilizing certain personnel and resources to organize and implement corporate culture training.
Many excellent enterprises have established a complete corporate culture training system. For example, Jack Welch, former president of GE Company, not only personally trained employees at all levels in GE Training College, but also asked middle and senior managers to design special training courses in combination with their own work, in which corporate culture is a very important part. Company leaders also set an example and conducted many trainings on corporate culture. But with the rapid development of the company, more systematic training is needed.
A systematic and perfect training organization is a powerful guarantee for the training effect. It is suggested that the training organization of corporate culture should be carried out from the following aspects:
1. Training institutions: special departments should be established to conduct corporate culture curriculum research and development and training planning, such as corporate culture management department, brand center and brand management department.
2. Training content: training planning is carried out from the perspectives of level and function; The choice of course content: whether the content is practical and what kind of effect it hopes to achieve.
3. Training targets: different organizational methods are adopted for senior, middle and certain levels, employees and newcomers. For example, advanced training, because advanced affairs are complex, it is best to adopt relatively closed training methods, such as closed resorts.
4. Number of trainees: Corporate culture training generally needs to be discussed, so the number should not be too large, and about 20 people is ideal.
5. Lecturer selection: There are two ways to choose a lecturer. One is a lecturer in an enterprise, which can be a professional trainer to teach some specialized corporate culture skills and operation courses, such as new employee training, or a corporate culture training course designed by middle and senior managers according to their own work; Another way is to choose professional lecturers and consultants from outside according to the needs of enterprises, but according to the actual situation of enterprises, the bigger the reputation, the better. It is necessary to comprehensively examine the style, morality, reputation and practicality of the course content of the lecturer. For example, for the training of leadership style and management skills of middle-level personnel, it is necessary to choose lecturers with excellent lecture skills, and it is not necessary to invite experts.
6. Training time: Generally speaking, it is best to carry out corporate culture training in stages, because students can have a process of digestion and use it in their work, and they can communicate with lecturers when problems arise next time.
7. Selection of training venue: As far as corporate culture training is concerned, the effect of group discussion is generally good, so the layout of the venue should take this into account. Too many people are training together, and there is a lack of interaction between students and lecturers.
8. Training forms and methods: According to different personnel and contents, adopt corresponding training methods, such as seminars, activities, games, outward bound training, team training, etc.
9. Training budget: Generally speaking, in the corporate culture work planning at the beginning of the year, it should be carried out according to the overall budget of the enterprise.
Training costs are high, but not training costs more. How did the corporate culture come from? Virtual? Arrive? Real? It has become our task to transform company values, service concepts and brand concepts into productivity, creativity and market competitiveness.
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