Family-style Enterprise Management —— Remodeling of Family-style Enterprise Culture Management
Abstract: Family business has become a new bright spot in China's economic development. However, due to the limitations of its own development, especially the profound problems exposed in corporate culture management, this paper puts forward many suggestions to reshape the corporate culture management of family enterprises, which has important reference value for the development of family enterprises.
[Keywords:] corporate culture management of family enterprises
In recent years, the development of family business has been accelerating, and it has become a new growth point and an important part of China's economic development. Although the family business has made remarkable achievements, it does not mean that the overall situation of the family business has been carefree. Compared with state-owned enterprises and foreign-funded enterprises in terms of their own quality, corporate image and talents, there is a certain distance. In addition, with the increasingly fierce market competition, the history of family businesses' own recovery and development is short, and many family businesses have emerged? How many people developed successfully for the first time and failed for the second time? Phenomenon. How to solve various problems existing in family business and improve its competitiveness, the most critical factor is to reshape advanced corporate culture management to guide the sustainable development of family business.
First, the analysis of the status quo of family business culture management
The backwardness of family-style corporate culture management is reflected in:
1. Family-style business model highlights personal authority and heroism, and entrepreneurial culture replaces corporate culture. In the cultural management of family-owned enterprises, the unity of owners and operators is often characterized by individualism, that is, employees are regarded as a link in the operation of enterprises, owners play a major role, and employees lack a sense of belonging to their own enterprises. For those self-made family entrepreneurs, they often show strong heroism, dress themselves up as heroes of enterprises and sacrifice the normal development of employees to satisfy their heroism. When market competition requires family businesses to break through their own boundaries and require family business owners to give up family control and integrate with social financial capital and human capital, but family entrepreneurs still operate in the closed circle of the family, family businesses are inevitably inefficient at this time. Undeniably, entrepreneurs play a huge role in corporate culture management, but if we replace corporate culture with entrepreneurial culture, it will inevitably show some tyranny in management system and contempt for employee culture. With the increasing internationalization of China's economy and the continuous development of family businesses, the business ideas and concepts of enterprises should be adjusted accordingly. Otherwise, backward management ideas and concepts and corporate culture contrary to the environment will become the bottleneck of the development of family businesses.
2. Cultural management is a mere formality with serious formalism. Some family businesses have begun to pay attention to the importance of cultural management, but often for various reasons, they have learned from others, and what's more, they blindly pursue international integration. Some enterprises also spend a lot of money to hire advertising companies to do image design, or organize some entertainment activities within the enterprise, or hang a few slogans, and all kinds of clearly worded slogans can be seen everywhere on the wall, thinking that this can shape excellent corporate culture. In fact, corporate culture is the highest goal, value standard, basic belief and code of conduct cultivated and formed by all employees in long-term business activities. Of course, form is important, but if we don't dig deep-seated connotation and blindly imitate external appearances, corporate culture will lose its personality and pay attention to form rather than content. There is no doubt about this corporate culture, and cultural management will naturally fail.
3. Corporate culture that emphasizes short-term interests. Most family-owned enterprises pursue the business philosophy of putting money first and valuing profit over righteousness, which makes them either become bases for producing and selling fake and shoddy products or blindly reduce production costs at the expense of destroying the environment. First, institutional reasons. In the past, the state's discrimination in ownership led it to pay attention to short-term interests. Second, eager to seize opportunities and seek development. It will also make it adopt a corporate culture that emphasizes short-term interests, and even adopt a corporate culture that is contrary to business philosophy and social ethics. This value orientation of family-owned enterprises is undoubtedly harmful to customers. How can we talk about long-term development and growth?
4. The enterprise system is more full of environmental culture. There is no doubt that the family business in China must rely on environmental culture to survive. The multidimensional nature of environmental culture urges family entrepreneurs to consider absorbing environmental cultural elements. However, exaggerating the role of a certain factor in enterprise management will make enterprises fall into the strange phenomenon of cultural management enterprises; Because there are many backward elements in environmental culture, once these elements are covered or replaced by the whole enterprise system, the innovation and development of enterprises will be inhibited. For example, China's environmental culture pays more attention to interpersonal relationships, and many entrepreneurs have long relied on social networks woven by interpersonal communication, which will also hinder the innovation and development of enterprises themselves.
Second, the family business to reshape the importance of corporate culture management
Due to the influence of traditional management ideas, family businesses do not pay enough attention to the construction of corporate culture. In fact, advanced corporate culture management plays an irreplaceable role in traditional management, which can directly or indirectly improve the competitiveness of family businesses and promote their healthy and sustainable development.
1. Condensation. Advanced corporate culture instinctively has a stronger internal cohesion and appeal than the external rigid management mode of the enterprise, which makes employees have a strong sense of belonging, honor and obedience to the goal. The cohesion of this corporate culture shows great strength especially in the corporate crisis.
2. Guiding function. It is mainly manifested in the guidance of corporate values to the behavior of corporate subjects. Because corporate values are the knowledge of most people in the enterprise, this guiding role is based on consciousness for most people. They can consciously check their words and deeds against corporate values, correct their shortcomings, and make their actions basically meet the requirements of corporate goals.
3. motivation. Advanced corporate culture can stimulate employees' enthusiasm and creativity to the maximum extent, make them care about the development of enterprises and contribute their intelligence as masters. Inspired by corporate culture, employees work actively, integrate their labor into collective undertakings, create and share the honor and achievements of enterprises, and they will also be satisfied with high-level spiritual needs such as self-realization and be encouraged.
4. constraints. Corporate culture has an invisible binding force on employees' behavior. In a subtle way, it organically integrates invisible external control based on respecting personal feelings and internal self-control based on group goals, realizing the unity of external and self-restraint.
Third, reshape the family business culture management recommendations
On the basis of analyzing the present situation of cultural management of family business, the author thinks it is necessary to reshape the advanced corporate culture to guide the healthy growth of family business.
1. Business managers should look at business philosophy from a systematic point of view. In the process of starting a business, family-owned enterprises put too much energy into capital accumulation and marketing, thus spontaneously forming a fragmented and unsystematic cultural phenomenon. With the continuous development of family business, it is more and more important to match corporate culture with business strategy, so we should pay attention to systematic cultural construction. Corporate culture construction is a systematic project, and its core is corporate philosophy. Business managers should be good at refining business ideas with their own characteristics to standardize and guide employees' behavior, so that employees have a strong sense of responsibility and enthusiasm. The formation of enterprise concept plays an important role in perfecting enterprise system and shaping a good corporate image. At the same time, the standardization of enterprise system and enterprise image can promote enterprise innovation and develop enterprise concept. It can be seen that only by truly putting the system viewpoint into the enterprise concept can we take care of the overall situation and enhance the centripetal force and cohesion of the enterprise.
2. Construct the rational culture of modern enterprises. As we all know, the behavior and values of employees are a mirror of enterprise managers, which can reflect the behavior and values of enterprise managers. The culture of family-owned enterprises depends on the cultural literacy and thinking mode of business operators, and because of the values of family-owned enterprise operators oriented by material interests, the corporate culture is at a low level, which is difficult to adapt to a highly rational market economy. A highly rational market economy requires enterprises to attach importance to the cultural concept of career, rather than emphasizing family culture, blood culture and money culture. In order to operate in accordance with the modern enterprise system required by the market economy, family-owned enterprises must transcend the low-level consciousness of the small-scale peasant economy, connect with the modern enterprise system, connect with international practices, courageously build a professional culture adapted to the market economy, and manage enterprises according to the rationality of the market economy.
3. Advocate the innovation of corporate culture. For family businesses, because of their strong sense of traditional culture, they are often in a passive position in the fiercely competitive market environment. In fact, small scale does not prove that there is no advantage at all, and everything is passively accepted. In order to give full play to its advantages, family-owned enterprises must advocate innovation, and only innovation can take the initiative. In this era of knowledge economy, family businesses must cultivate innovative spirit and establish a good cultural atmosphere of scientific rationality and respect for knowledge and talents. It is necessary to innovate in enterprise concept, enterprise system and enterprise image, and truly form a trend of innovation within the enterprise. The concept of respecting knowledge and talents can stimulate employees' enterprising spirit and innovative desire through the concept level, so that family-owned enterprises can have greater vitality and add momentum to the healthy development of enterprises.
4. Establish a learning culture. Facing the constant change of external environment, family enterprises must build a learning culture to prevent the rigid organizational behavior of enterprises. Learning will become a regular course in the enterprise, everyone in the enterprise will study, and individual learning will become team learning. Learning culture advocates the idea of people-centered development, and requires employees to keep learning, update their skills, carry out fruitful work with new ideas and methods, give full play to the role of intellectual resources and enhance the market competitiveness of enterprises. I once visited a family-owned enterprise, but I didn't expect the enterprise to build an internal library for employees and actively create learning opportunities for employees. Other enterprises can do the same, because learning culture is the source of improving internal cohesion and external expansion.
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