Corporate culture refers to the sum of ideals, beliefs, values, management systems, codes of conduct and ethics of all employees in the long-term production and operation process of an enterprise. It aims at all employees, unifies employees' will to the maximum extent, standardizes employees' behaviors, unites employees' strength and serves the overall goal of the enterprise through publicity, education and training.

With the arrival of the cultural management stage, corporate culture is a set of basic assumptions formed by enterprises in the process of survival and development to solve the problems of coordination and internal integration with the external environment. This set of basic assumptions is learned by enterprises or entrepreneurs in the past successes and failures, which reflects their understanding and judgment on external environment, internal structure, internal operation effectiveness, human nature and many other issues. Moreover, this set of assumptions subconsciously affects the future behavior choices of enterprises and entrepreneurs.

(A) corporate culture has the following four functions.

1. Cohesive function

Corporate culture is the "adhesive of enterprise", which can closely connect and unite employees and make their purposes clear and coordinated. The foundation of enterprise employee cohesion is the fundamental goal of the enterprise. If the fundamental goal of the enterprise is chosen correctly, the interests of the enterprise and the interests of the vast majority of employees can be unified, which is a win-win goal for both the collective and the individual. On this basis, enterprises can form a strong cohesion. Encourage and guide employees to combine personal life pursuit with company goals, help employees understand company policies, and adjust mutual interests between people, individuals and teams, and individuals and companies.

2. Boot function

Orientation includes value orientation and behavior orientation. Enterprise values and enterprise spirit can provide enterprises with long-term significance and a wider range of correct direction, and provide basis for enterprises to formulate basic competitive strategies and policies in market competition. Corporate culture innovation, especially concept innovation, is very important for the sustainable development of enterprises. Among the many elements that constitute corporate culture, values are the core and foundation that determine the characteristics of corporate culture, and enterprises must pay enough attention to it to make it innovate and keep pace with the times.

3. Incentive function

Motivation is a kind of spiritual strength and state. The internal cultural atmosphere and value orientation formed by corporate culture can play the role of spiritual encouragement, mobilize and stimulate employees' enthusiasm, initiative and creativity, induce people's potential wisdom, give play to employees' ability, and improve the self-management ability and self-management ability of all departments and employees. If enterprises can encourage setbacks in the process of employees' growth in the form of positive rewards, instead of punishing employees for making mistakes like some enterprises, it will effectively protect employees' innovative spirit.

4. Constraint function

Enterprise culture and enterprise spirit have established the correct direction for enterprises, and often play a "soft constraint" role on those behaviors that are not conducive to the long-term development of enterprises, providing enterprises with "immunity" function. Constraint function can improve employees' consciousness, enthusiasm, initiative and self-discipline, make employees clear the meaning and methods of work, and improve their sense of responsibility and mission.

(B) Analysis of the impact of corporate culture construction on enterprises

1. Corporate culture provides direction, motivation and spiritual and cultural resources for enterprise management.

In the development of enterprises, the construction of enterprise culture has important practical significance: first, enterprise culture is the main component of modern enterprise management. Enterprise management is divided into hardware and software. Hardware mainly includes business strategy, enterprise structure and system. Software mainly includes people, technology, style and highest goal. Corporate culture is the combination of hardware and software, which provides direction and motivation for enterprise management. Second, enterprise competition needs a corporate culture that is different from other enterprises and has its own characteristics. Competition is a necessary behavior mechanism for enterprises. Without a corporate culture that can reflect and promote the production and business activities of enterprises and a business development strategy including corporate culture, enterprises cannot form effective competitiveness and strong sense of competition. It is not difficult to see that corporate culture has the functions of guiding, condensing, restraining, encouraging, shaping corporate image and forming corporate social influence on the development of enterprises, which is a necessary element and condition for the survival and development of enterprises; At the same time, corporate culture is also the spiritual and cultural resources of enterprises, an important symbol of corporate civilization, development level and comprehensive strength, and an inexhaustible motive force to promote the continuous development of enterprises to a higher level. With the acceleration of global economic integration, economy and culture are more and more closely linked, promoting each other and developing together. In this context, corporate culture has become a mysterious force to promote the development of enterprises. At this stage, we must pay attention to strengthening the construction of corporate culture.

2. Corporate culture is an integral part of the core competitiveness of enterprises and the connotation of corporate brands.

In the modern economy, consumers choose the products of a certain enterprise and, to some extent, the culture of the enterprise, which shows their recognition of a certain culture. For example, choosing McDonald's means choosing an American-style openness, freedom, quickness and relaxation; People who buy Sony products agree with a Japanese-style exquisiteness and innovation; People who like Mercedes-Benz admire the rigor, exquisiteness, style and classicality of the Germans. Therefore, corporate culture is equivalent to the label of the enterprise. Competition is a necessary behavior mechanism for enterprises. If an enterprise does not have a corporate culture that can reflect and promote its production and business activities and a business development strategy that includes corporate culture, it is impossible for an enterprise to form an effective competitiveness and a strong sense of competition. Gallup consulting co

Through training and research, the company found that there are three factors that determine the core competitiveness of enterprises: first, the level of customer loyalty and the size of loyal groups; Second, the level of employee loyalty and the size of loyal groups; The third is the level and size of brand brightness. It is the corporate culture that determines this aspect of the enterprise. The popular corporate culture has enabled enterprises to win customers and competition.

3. Corporate culture construction is the driving force for the healthy development of enterprises.

Enterprise culture is the sum of material civilization and spiritual civilization of enterprises. It is a sharp weapon to unite workers, inspire fighting spirit and carry forward enterprise spirit, a good carrier of ideological and political work and a magic weapon to improve workers' ideological and political quality and professional and technical quality. Paying attention to the construction of corporate culture is a wise choice to conform to the softening trend of world management. From the perspective of modern management, especially for large enterprise groups, the simple link between property rights and material interests is far from meeting the requirements of modern economic development, and cultural and spiritual ties are needed to unify enterprise concepts.

4. Corporate culture construction is the spiritual support of enterprise development.

As far as the short-term impact is concerned, the incentive effect of corporate culture on employee morale will help enterprises tide over temporary difficulties, thus bringing about the recovery of economic benefits of enterprises; In the long run, corporate culture plays an important role in the growth of enterprises in a subtle way and is the most lasting determinant of enterprise development. The core of enterprise culture is the ideology of enterprise members, which determines the way of thinking and behavior of enterprise members. Therefore, a good corporate culture can fully tap the potential of each member of the enterprise and boost their morale. At the same time, corporate culture, as a spiritual force, is an invisible constraint and pillar of enterprises. When enterprise management tends to be team-oriented, it is the bond of unity within the enterprise, the framework of communication, and the "common language" of mutual understanding within or between teams. Therefore, after the establishment of a good corporate culture atmosphere, it brings the wisdom and stupidity of the group, the spirit of cooperation and fresh vitality, which is equivalent to "installing" a full-power engine in the deep structure of the enterprise and continuously providing spiritual power for the innovation and progress of the enterprise. Throughout the world, successful enterprises, such as General Electric Company of the United States and Matsushita Electric Company of Japan, have three main reasons for their longevity, namely, high-quality products, excellent sales and profound cultural heritage.