To develop steadily and become brilliant, rural credit cooperatives need all cadres and workers to unify their thoughts and actions, especially to give full play to the enthusiasm and creativity of each employee. To do this, it is not enough to rely solely on administrative orders and organizational discipline, and an excellent corporate culture must be created. Corporate culture of rural credit cooperatives is the ideal, belief, values and code of conduct shared by employees of rural credit cooperatives in monetary management. It is an ideology with values as the core, which is explicit in the style of rural credit cooperatives and implicit in the hearts of employees. As the "software" of rural credit cooperatives, it provides powerful spiritual motivation and intellectual support for the efficient operation and rapid development of rural credit cooperatives.

Keywords: corporate culture; People-oriented; sustainable development

A concept of rural credit cooperatives:

Rural credit cooperatives refer to rural cooperative financial institutions established with the approval of the People's Bank of China, which are composed of members' shares, implement democratic management and mainly provide financial services for members. Rural credit cooperatives are independent enterprise legal persons, which are responsible for the debts of rural credit cooperatives with all their assets and enjoy civil rights according to law. Its property, legitimate rights and interests and business activities carried out according to law are protected by state laws. Its main task is to raise idle funds in rural areas and provide financial services for agriculture, farmers and rural economic development. In accordance with the provisions of national laws and financial policies, organize and standardize rural funds, support agricultural production and comprehensive rural development, support various forms of cooperative economy and family economy, and limit and combat high interest rates. Rural credit cooperatives are divided into the following departments: Rural Credit Cooperatives, International Finance Department of Rural Credit Cooperatives, Zheng Tong Rural Credit Cooperatives Training School, Credit Department of Rural Credit Cooperatives, etc. It is a department under the dual leadership of CBRC and the State Council.

Second, the content of corporate culture of rural credit cooperatives:

1, superficial corporate culture. This is the dominant part of corporate culture, which refers to those visible, audible and tangible cultural images. The appearance of rural credit cooperatives, the reception of employees, manners and habits all belong to the superficial corporate culture. It can give customers a first impression, let them observe or feel the mental outlook and professional ethics of credit cooperative employees, and then decide whether to establish a long-term cooperative relationship with rural credit cooperatives.

Cooperation period. It is precisely because of paying attention to the superficial corporate culture that jiangjin district Rural Credit Cooperative has built a credit cooperative building, and 80% of the houses of grass-roots credit cooperatives have been transformed. With the staff dress, the service quality has been improved, with "commitment service", "quick service" and "smiling service".

2. Middle-level corporate culture. It is not directly exposed like the surface culture, which requires people to investigate and understand, nor is it hidden in the minds of employees like the deep culture. People can grasp it through a certain intuitive image. It is embodied in the rules and regulations and organizational structure of rural credit cooperatives. With the continuous development of society, the ideas of employees are also changing, and rural credit cooperatives should establish and improve the corresponding restraint mechanism. Through reasonable system and management, the social spirit of credit cooperatives is healthy and upward, and the mental outlook of cadres and workers is completely new.

3. Deep corporate culture. Completely different from the superficial part of corporate culture, the deep corporate culture is not directly observed by people with sensory organs, but an ideology that permeates the hearts of credit union employees, including ideals and beliefs, moral norms, value orientation, business philosophy and so on. This part is the core of the corporate culture of rural credit cooperatives and the soul of this special enterprise. Rural credit cooperatives are cooperative enterprises with members as shareholders. While seeking profits, we will serve "agriculture, countryside and farmers" and enrich the country and strengthen the people. As the best financial link to contact farmers, rural credit cooperatives should take the implementation of Theory of Three Represents as the top priority in their long-term work; Strengthen support for agriculture, innovate financial varieties, improve work style, promote rural economic development, improve productivity and spiritual civilization progress, and comprehensively improve farmers' lives.

Third, the business philosophy of rural credit cooperatives:

1, people-oriented: This is the requirement for the management of rural credit cooperatives, and it is also the basis for the existence and development of rural credit cooperatives. A century-long plan, talent-oriented; Brilliant, prosperous career. We should firmly establish the concept of rejuvenating the country with talents, strive to form a dynamic employment mechanism that accepts talents, makes full use of talents, can be promoted and demoted, forms an employment environment that knows, cares for and uses talents, and forms a good atmosphere of caring for, understanding, respecting, cultivating people, governing the country with morality, treating people with affection and gathering people with heart. Give full consideration to farmers' new expectations, shareholders' (members') new requirements for capital returns and employees' new pursuits, effectively protect the legitimate rights and interests of depositors and other customers, and properly handle the interests of all parties.

2. Marketization: This is the requirement for rural credit cooperatives to become bigger, stronger and develop faster. We should conform to the general trend of market economy development, follow the law of financial industry development, be market-oriented and demand-oriented, and make unremitting innovations in products, mechanisms, management, means and culture to adapt to the development of rural economy and society.

Meet diversified financial service needs, so as to seize the opportunity and accelerate development in the market structure where multiple financial entities coexist and competition is fierce.

3. Customer first: This is the requirement for rural credit cooperatives to improve their business philosophy and promote quality and civilized services. We should always take customers as the center, regard customers as "parents", regard customers as valuable resources, regard customers' needs as the first need, regard customers' interests as the greatest interests, and regard customers' opinions as a powerful spur. Taking customer satisfaction as the yardstick to measure all service work, we will implement personalized, family-friendly, standardized and convenient services, so that the business development will be based on continuously consolidating customer dependence, enhancing customer loyalty and enhancing customer contribution.

4. Steady operation: This is the requirement of risk management and sustainable development of rural credit cooperatives. It is necessary to create a formal culture, strengthen risk awareness and management, establish and improve a long-term mechanism for risk management, and improve the ability to resist risks. It is necessary to establish and improve the capital restraint mechanism, restrain the total scale of assets with capital, match business growth with capital growth, and fully understand the dialectical relationship between scale, quality and efficiency. We must act in accordance with financial laws and regulations, operate legally and prudently, strengthen internal control, strictly prohibit illegal, disciplinary and illegal operations, be highly responsible for national financial assets, ensure the safety of financial assets, and guard against financial risks.

Conclusion: In short, under the competitive pressure of domestic and foreign financial markets, building a good corporate culture is an important way to improve the core competitiveness of rural credit cooperatives. The shaping of corporate culture will greatly promote the development of rural credit cooperatives. At present, rural credit cooperatives are facing a critical period of transition to commercial banks. Facing the competition of many financial institutions, it is urgent to establish and improve a good corporate culture, ensure the sustainable development of credit cooperatives, better base themselves on agriculture and serve the three rural areas.

References: Baidu Encyclopedia, Rural Credit Cooperatives

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