With the advent of world economic integration, especially after China's accession to the WTO, a large number of international multinational companies have flooded into China, and employees with different cultural backgrounds will appear in the company. Company management, such as marketing strategy, will also vary according to the cultural differences in different countries and regions. With the increasingly prominent cross-cultural conflicts among enterprises, how to carry out cross-cultural management for China enterprises, how to form their own culture on the basis of learning from the cultural strengths of European and American enterprises, and how to formulate reasonable and effective marketing strategies to bring benefits to enterprises have become a problem worthy of study and discussion.
German enterprises are representatives of European enterprises. This year, the author was lucky enough to practice in a German battery company, which is a medium-sized enterprise with a history of nearly a hundred years, and its battery products rank among the top five in the world. Through my internship in his company, I learned a typical German corporate culture and management style, especially in corporate culture construction. This paper compares German corporate culture with domestic corporate culture, points out the problems existing in domestic enterprises, and puts forward some suggestions.
Second, the definition of corporate culture
As a new management concept, corporate culture was put forward by some American management scientists in the late 1970s and early 1980s after comparing the experiences of Japanese and American enterprises. American scholar William David first put forward the concept of corporate culture. He described corporate culture as "a company's culture consists of its traditions and ethos" in Theory Z- How American Enterprises Meet the Challenge of Japan published by 198 1. In addition, culture also contains a company's values, such as enterprising, defensive and flexible-that is, the values that determine activities, viewpoints and ways of action. American scholars wortmann and Peters summarized corporate culture as "absorbing the essence of traditional culture, combining with contemporary advanced concepts and strategies, building a clear set of values and behavioral norms for employees of enterprises, and creating an excellent environmental atmosphere to help the whole enterprise management activities quietly proceed.". "
As can be seen from the above definition, corporate culture can help enterprise managers improve information communication, interpersonal relationship and decision-making, and also help enterprises create a new atmosphere to adapt to the increasingly fierce corporate environment and form a highly flexible adaptability. Corporate culture is produced in a certain national culture, moral and ethical cultural background, and is forming its own personality, which is the main way to influence the thoughts, experiences and behaviors of its members.
Third, German corporate culture.
1. Enterprise training. The outstanding feature of German enterprise training is to pay attention to the cultivation of ability and solve practical problems. Through discussion and experiment, the best way and method to solve the problem is sought, which gives each student full space to play freely, greatly arouses their enthusiasm and greatly improves the quality and problem-solving ability of the students. Another important task of German enterprise training is to make employees identify with the values of the enterprise. The German enterprises I practice in have different training courses for different positions every year. Technical training is generally organized by the company, and other professional titles, such as job requirements, are directly linked to relevant schools. After the training, it should be accepted and recorded in detail.
2. Strong sense of quality. German companies have always attached great importance to product quality. They think that there are no good and cheap products, only good and cheap products. Many of their products rely on precision to win and become world-famous brands. Through internship, I feel that the excellent values of German enterprises have been deeply rooted in people's hearts and become the conscious behavior of employees. We can feel the strong consciousness of German employees who pursue technical perfection and pay attention to quality stars. It can be seen that the continuous progress of technology, maintaining good quality and manufacturing first-class products are important reasons why German enterprises have strong competitiveness.
3. Pay attention to original research and development. Germany's scientific research expenditure accounts for 2.9% of GDP, ranking first in the world. Germans believe that R&D determines the future of enterprises, so no matter how depressed the economy is, they don't cut development costs, attach importance to the originality and high professionalism of research, and maximize their creative potential. This is the strength of the German R&D system. Because the domestic ERP system can't meet their actual needs, the German enterprise where the author worked as an intern developed a set of SAP system with a cost of10 million, and organized special personnel to train employees.
Fourth, the corporate culture of China.
The study of corporate culture in China lags behind the practice of corporate culture construction. From the end of 1980s to the beginning of 1990s, with the deepening of China's reform and opening up, corporate culture was introduced into China enterprises as a management mode. For a time, the whole country set off an upsurge of corporate culture. Some enterprises blindly imitate some forms of foreign-funded enterprise management and corporate culture, are keen on engaging in cultural activities, and unilaterally think that it is to shape corporate culture. It was not until the mid-1990s that the corporate culture craze in China gradually cooled down. It is not difficult to see that in the process of corporate culture construction in China, there are several misunderstandings because there is no complete corporate culture theory guidance:
First, pay attention to the form of corporate culture and ignore the connotation of corporate culture. In the process of corporate culture construction in China, the most prominent problem is to blindly pursue the form of corporate culture and ignore the connotation of corporate culture. Corporate culture is a unique value system formed by instilling the basic values of an enterprise in the process of starting and developing into all employees through education and integration. It is a series of norms and behaviors that affect enterprises' strategies to adapt to the market and deal with contradictions and conflicts within enterprises. It permeates the basic assumptions, values and world outlook of human nature formed by entrepreneurs in the process of socialization, and also condenses the business philosophy collectively formed by entrepreneurs in the process of starting a business.