1 .100 corporate cultures/article/155/157/2006/236486114789.html.

2. First, the definition and understanding of corporate culture process

What exactly does "corporate culture" mean? Let's start with the definition of culture and enterprise.

Culture-broadly speaking, it refers to the sum of material wealth and spiritual wealth created by human society in historical practice. For example, Wang Rong's "Preface to Qushui Poetry" in Nanqi said: "Set the spirit to manage the scenery, and apply the text to be soft." In a narrow sense, it refers to social ideology and corresponding institutions and organizations. It is a historical phenomenon, and every society has its own culture, which develops with the development of social material production. As an ideology, culture is a reflection of the politics and economy of a certain society, and it also acts on the politics and economy of the society.

Enterprise-an independent accounting economic unit engaged in production and business activities.

Corporate culture-or corporate culture, sometimes called enterprise spirit in China, generally refers to the collective name of * * with ideals, basic values, style, living habits and behavior norms formed by enterprises for a long time. It is the sum total of spiritual wealth with the characteristics of the enterprise created by the enterprise in the process of operation and management, which has appeal and cohesion to the members of the enterprise, can unify the interests, purposes, needs and behaviors of many people, and is a reflection of the long-term cultural construction of the enterprise. Its content can be roughly divided into: ① labor culture (the main body is laborers); (2) production culture (the main body is management personnel); (3) management culture (the main body is the decision-making level). It is the result of enterprise leaders' advocacy, training and practice, which is instilled into the daily behavior of all employees in various ways and gradually formed over time. Once the corporate culture is formed, it will, in turn, have a great influence and restriction on the management of the enterprise. Even if the leaders change, it will be passed down from generation to generation. Such as the "old four strictness" and "four similarities" in Daqing Oilfield.

How to correctly understand corporate culture

Enterprise culture is dissolved in enterprise management and has the consistency of goals. The deepening of people's understanding of enterprise management and enterprise culture is not only a historical development process, but also a background of economic power competition, checks and balances. However, corporate culture is the product of the development of enterprise management from rational definition to irrational definition. Therefore, the definition of "corporate culture" is rich, diverse and uncertain. The research results of some foreign scholars are also varied. Some people think that corporate culture consists of its traditions and ethos, including a set of symbols, rituals and myths, which convey the company's values and beliefs to employees. Some people think that the so-called corporate culture contains several basic principles and represents the consciousness of the company's existence. It is generally believed that corporate culture is a synthesis of beliefs, values, ideals, highest goals, codes of conduct, traditions, national spirit and other contents, and it is a spiritual force used to mobilize and motivate the target object to make contributions.

In China, many scholars have different understandings. One view is that corporate culture is a compound concept, which consists of "explicit culture" and "implicit culture". "Externalization" refers to cultural facilities, cultural education, technical training and entertainment activities; "Concealment" refers to the value standards, ethics, work attitude, behavior orientation and life philosophy advocated by the overall goal, or refers to the style or entrepreneurial spirit formed by the integration of these contents. The second view holds that enterprise culture is an ideological culture, a stable cultural concept, historical tradition and unique spiritual outlook formed by an enterprise for a long time; The third view holds that corporate culture belongs to "economic culture", which reflects the values, purposes, codes of conduct and habits of enterprises as an economic organization. Corporate culture is not a pure corporate concept, but reflects its "sociality", including not only traditional concepts and accumulation, but also the influence of modern concepts. Of course, some people define corporate culture in broad sense and narrow sense, and think that corporate culture consists of three parts: material culture, psychological culture and behavioral culture, which is not much different from the method of dividing corporate culture into hardware and software or material and spiritual levels. It can be seen that the concept of "corporate culture" has great flexibility, and its connotation and extension can sometimes be very broad and all-encompassing, and sometimes it can be very specific and meticulous.

Almost all the above-mentioned concepts of "corporate culture" are defined from the perspective of representation characteristics, and the answer is "what is this?" However, utilitarians think this is not enough. They must answer "What does it do?" And "how can we play a better role?" The author fully supports the position of these two themes. Because any theory can only have practical guiding significance if it returns to social practice, and it can be tested whether it is scientific. From this perspective, we will describe our understanding of "corporate culture" as follows:

Corporate culture is the product of social culture and traditional cultural concepts formed by enterprises for a long time, including values, highest goals, codes of conduct, management systems, moral fashions and so on. It takes all employees as the working object, through publicity, education, training, cultural entertainment, heart-to-heart friendship and so on. , maximize the unity of employees' will, standardize employees' behavior, unite employees' strength and serve the overall goal of the enterprise.

Second, the function of corporate culture

As the reaction of the superstructure to the economic base, rational cognition of culture is very common. However, if we want to have an unforgettable understanding of the great role of corporate culture, we must experience practice and taste its historical summary. "Culture" has the function of destroying decay in war. Records in Historical Records. "Biography of Xiang Yu" records: "Wang Xiang's army fell under the wall, serenaded the grain bureau, and the Han army was surrounded by many princes and soldiers. In the evening, he heard that the Han army was besieged, and Wang Xiang was very shocked: "Has the Han army occupied Chu? How many people are there?' "He fell in love with Liu Bang's counselor. During the War of Resistance against Japanese Aggression period, the Japanese invaders plundered China with a powerful offensive. A song of March of the Volunteers inspired the patriotic enthusiasm of tens of thousands of Chinese people, and Xiaomi and rifles finally defeated the stubborn enemy armed to the teeth. As a national culture, Lei Feng spirit has cultivated several generations of new people in New China. Wang Jinxi, as an iron man of entrepreneurial culture, should be a model and embodiment of the arduous struggle of new China. As an important embodiment of people-oriented management thought in enterprises, China and foreign countries, whether modern or future, can not do without the extraordinary role of corporate culture. Research institutions such as Harvard University, Stanford University, Massachusetts Institute of Technology, and a number of management consulting companies have conducted special studies on this, especially for Japanese companies with continuous growth in operating performance, American companies facing fierce competition and some companies with operational difficulties, which are divided into three types for analysis and comparison. The conclusion of the study is that corporate culture has a great influence on employees and corporate performance, especially in the fierce market competition. The influence of this culture is even greater than those factors that often appear in the literature of enterprise management research and enterprise strategy research-enterprise strategy, enterprise organizational structure, enterprise management system, enterprise financial analysis method and enterprise management leadership art. The best general managers in American and Japanese business circles always spend a lot of time and energy to build and maintain their excellent corporate culture. They have benefited a lot from the practice of corporate culture and have a special liking for corporate culture. For example, Hitachi pursues the concept of "harmony, sincerity and pioneering". " Harmony means that all employees attach importance to harmony, have affinity with each other, advocate informal discussions, and form an internal atmosphere. The company received 42 10000 suggestions within one year; "Honesty" means recognizing the attitude towards users, treating each other sincerely, being honest and credible; "Pioneering" requires a strong fighting spirit of being brave in innovation and striving for greater achievements, and mobilizing employees' feelings with the spirit of "challenging new fields and perseverance". Hewlett-Packard Company of the United States takes "doing business" as its spiritual pillar. There is a very popular story: visitors saw Jiang, an employee of the enterprise, sweating profusely and blew the electric fan directly into the machine. They inexplicably asked why. The employee simply replied: "Keep the company's machines clean. "This spirit of disregarding oneself, caring for equipment and ensuring work is really touching.

Excellent corporate culture can promote the formation and development of excellent enterprises, and excellent enterprises must have their own excellent culture, which is different from ordinary enterprises. The culture of general enterprises is at an average or low level, and employees are at a loss, making up excuses, shirking their responsibilities and confusing people. Employees of excellent enterprises are realistic, have a sense of ownership, actively engage in work practice and have the courage to solve problems. Their leaders do everything possible to mobilize employees' labor enthusiasm and intelligence to serve the development of the enterprise, so that employees can strive to realize their ambitions while developing the enterprise. World-renowned outstanding entrepreneurs all have this experience. The president of Ford Motor Company in Britain believes that no enterprise can be attributed to a certain person, and the most important component of an enterprise is the group. A sound and stable organizational structure is much more important than the operational procedures implemented. John Ball, director of the British Atomic Energy Authority, believes that only when employees can cooperate with each other can enterprises play a high efficiency. The production and performance of an enterprise depend entirely on all the workers, and the mentality of doing things faithfully is very different from that of just staring at the salary pocket. Team spirit plays an important role in enterprise management, and it is also an indispensable part of enterprise culture. A real team must have three elements. First, it must be able to create "products" with the same goal. Second, all members strive to achieve the same goal; The third is to establish or form a contract that team members recognize each other, take responsibility for each other, and abide by * * *.

Fourth, the essential characteristics of corporate culture in China

In ancient China, the word "culture" refers to "people's cultural accomplishment" and "material education", which seems to achieve the purpose of "culture" in the form of "literature" and "teaching". This is roughly the same as the meaning of cultivation, education, change and development referred to by the word "culture" in western languages today. The purpose of China's traditional culture is very clear, that is, civilized education.

Looking at corporate culture, to sum up, in addition to the characteristics of general culture, there is also its personality:

1. interval.

Culture is active in every corner of society, aiming at the creators and implementers of culture, and the scope of use of culture refers to the "interval" of this culture. For example, Xixia culture is defined by historical time and space; National culture is defined by different races; Corporate culture has its own particularity, that is, the culture that comes from enterprises, is interdependent with enterprises, and can only survive and use in this activity field of enterprises, although it has extensive connections with society. Everything contained in corporate culture is inseparable from the subject of enterprise. On the contrary, the culture outside the enterprise can be closely related to the survival and development of the enterprise, and even have a significant impact on the enterprise culture, but it does not belong to the category of enterprise culture.

Step 2 rely on

China's traditional culture has always been people-oriented, thinking that "people are subtle elements" (Book of Rites Dai Xiao). Liu Yun) and "Man is the spirit of all things" (Gou Zi. Unveiled) are recorded, which means respecting human nature and advocating the harmony between man and nature. This is more profound and unique than the humanistic management theory of western classical school. The conditions for the emergence of corporate culture are universal. Long-term contact between enterprise members can achieve certain results no matter what specific production and business activities they engage in. In interpersonal relationship, it is linked with the adjustment and reform of production relations, contradictions and collisions occur constantly, and they are constantly reconciled and compromised to achieve unity. In this way, corporate culture is formed through the continuous evolution and cohesion of interpersonal behavior. It can be seen that corporate culture is rooted in and attached to enterprises, and the most active factor is people. Talking about corporate culture is passive water without people.

Step 3: Purpose

Corporate culture has a distinct purpose, closely surrounding the enterprise itself to serve its ultimate goal. That's all. There's no choice. This is because, first, corporate culture and the survival and development of enterprises live and die together, * * *; Second, the formation and guidance of corporate culture? What's the matter with you? What happened to the heart? Add diarrhea and knock on the bones? Exhausted, what about scarlet fat? What's the matter with you? Huan? Flattery Li Tao ⒄ ditch Naimu? What's the point of flattery? Hey? Hire a second actor? Sister Fan Pang? Mitigating punishment? What's the difference between neon and 5? What is the best way to protect this country? Where can I find a healthy man? Trust me @? Free? Diddy curtains? Ignore? Is the fat curtain really hitting the poor? Do you understand what's going on? How much is Puyi's machine worth? BR>3. Sociality.

Enterprises are rooted in society and belong to a cell of social and economic activities. Cells cling to the body to survive. Corporate culture is an integral part of social culture, which is closely related to and affects each other. Corporate culture has its own unique personality, but it is in an absolute subordinate position under the social and cultural background. Corporate culture divorced from social culture has no possibility of survival, and corporate culture that runs counter to social culture is bound to be banned.

5. Universality and difference.

It is an objective law that there is enterprise culture when there is an enterprise, which is independent of human will. As a legal person, an enterprise has human nature, which is not only manifested in the main aspects of civil rights, obligations and responsibilities, but also in its own business ideas, business concepts, organizational forms, management systems, business objectives and so on. These contents of corporate culture are universal for enterprises, but for specific enterprises, corporate culture is different, even very different. The difference is that they use different ways and means to unite all the strength of the enterprise; The difference lies in their respective weak May Day; The difference is that enterprises in different industries produce different products, serve different customers and have different economic benefits.

6. plasticity.

Corporate culture is the product of both long-term tradition and modern civilization. It is not purely natural, but a sublation of inheritance, which is constantly excavated, perfected, sorted out and summarized on a certain basis. Corporate culture is relatively stable, especially at the stage when there is no big change in the social operation mechanism and the enterprise itself, and it is always stable at a certain level. However, generally speaking, with the continuous development of social productive forces, corporate culture is also developing in the process of adjustment and change of production relations. In the process of enterprise reform, merger and reorganization, although the corporate cultures of two or more enterprises are different, they can achieve mutual harmony or tolerance through a period of running-in and form a new corporate culture.

Verb (abbreviation of verb) Organizational practice of corporate culture

Corporate culture is a people-oriented complex project, which is not a temporary summary of experience or written by several writers, but refined through long-term practice. Starting from the reality of China's current enterprises, in order to make corporate culture produce greater and better benefits, we should pay attention to the following aspects in the organizational practice of corporate culture:

1. The construction of enterprise culture should adapt to the construction of two civilizations in society, and can't engage in slogans divorced from reality.

Enterprises exist in the social environment and bear the positive influence of economic system reform and political system reform. No enterprise's business philosophy, development goals and security system can survive independently from the big environment. Corporate culture can only be brought into full play on an independently given performance stage. Otherwise, there will be no soil for corporate culture to survive.

2. The construction of corporate culture should attach importance to the masses and attract the participation of employees, which is by no means a matter for a few people.

The core of corporate culture is the formation and unified behavior of employees' values, so its result must be the joint creation of all employees in practice. It comes from the staff group and is generally welcomed and accepted by this group, which is often said to be a household name and deeply rooted in the hearts of the people. Only popular corporate culture has strong vitality.

3. Grasping the core of corporate culture and handling the interests of the country, enterprises and employees, any tendency to focus only on spiritual or material stimulation is flawed.

The formation of the correct values of enterprises and employees lies in the correct guidance of science and technology, which is by no means simple preaching, but effective. The ideological level and values of employees are obviously different with the differences of personal cultural quality, experience and social influence. Therefore, different levels of values exist objectively in enterprises. Some employees can fully realize that without the prosperity of the country, there will be no enterprise's survival, and without the development of the enterprise, the income of employees will also be empty talk. However, some employees are eager for quick success and instant benefit, and the concept of egoism and money supremacy is deeper. At present, the pattern of various factors of production with labor distribution as the main body is gradually taking shape in China, but the ideas and customs of sharing wealth and eating the same pot still plague enterprises. Corporate culture must use typical cases around us to guide employees to establish the concept of prospering the factory and dying the factory.

4. Corporate culture must advocate team spirit, unite as one, and serve the overall goal.

Marx once pointed out in Das Kapital: "All large-scale direct social labor or * * * cooperative labor needs more or less command to coordinate individual activities and perform various general functions generated by the overall movement of production, which is different from this overall independent organ movement. A single violinist conducts himself, and the band needs to conduct (Complete Works of Marx and Engels, Volume 23, page 367). Corporate culture has the characteristics of serving the overall goal of the enterprise. The realization of the overall goal mainly depends on organization, command, coordination and control. Therefore, the corporate culture must provide public opinion support for excellent management, form a good atmosphere, and enable the smooth implementation of various management. More importantly, it cooperates with the subsystems in the enterprise organization system, so that every employee and every post can play an active role in the team.

5. To implement corporate culture, we should adopt the methods of leading by example, typical guidance, leading by example and taking the lead in setting an example.

Excellent corporate culture generally pays more attention to discovering and praising the typical examples around and setting an example. This is because doing so can reflect the charm of corporate culture, make corporate culture personalized and modular, and let employees see it, learn it, compare it and imitate it; Another key point is that leaders must take the lead in strictly observing the specific contents of the established corporate culture, such as correct values, moral concepts, committed commitments, and formulated systems. "Don't say anything, learn from others." Only in this way can we gain the admiration and support of employees and make the implementation of corporate culture go smoothly.

6. The organization and implementation of corporate culture need to be embodied in a certain form, and also need certain material and financial resources to ensure it. It's no use just shouting slogans.

Corporate culture is not a colorful ball that is shelved, nor is it a grandstanding display. It is rooted in enterprise employees and dissolved in the thoughts, words and fruits of all employees. But it is indoctrination, which is manifested in various popular forms, such as introducing CI into corporate image planning; Various meaningful celebrations. Such as factory celebration, flag raising, etc. Mass cultural and sports activities, such as ball games, cultural performances, postal exhibitions, calligraphy and painting exhibitions, etc. Activities are essential, and so are the required human, material and financial resources. As for doing more with less money and doing good deeds, we must advocate thrift itself.

7. The key to organizational implementation of corporate culture lies in organizational leadership. In the process of implementation, the focus is not on research and deployment, but on concrete actions and regular inspection and supervision.

There are many successful examples when investigating the existing corporate culture activities. They made plans in advance (mainly specific plans), deployed activities as planned, and more importantly, supervised the whole process of activities and constantly summarized and improved them in practice. There are also many enterprises, and the effect is not obvious. The question is not whether they have research and deployment, but the key is that leaders only focus on research and deployment, and there is no following. It seems to be grasping, but it is not grasping, or it is not tight. Over time, a good corporate culture will become a mere formality, so that it will lose its due glory after a long time of dust collection.

8. The organization and implementation of corporate culture should establish a perfect network and necessary incentive mechanism.

Cultural network refers to the cultural publicity, education and communication of enterprises, including certain organization and publicity methods, and also reflects the effectiveness of various behaviors of enterprises. In addition, the cultural network must also reflect the flavor of corporate culture in system construction, product design, factory planning, signs, trademark advertisements and so on. And pay attention to infiltrating and embodying entrepreneurship in activities that have an impact on the inside and outside of the enterprise. Corporate culture is pragmatic rather than retreat, nor is it general political propaganda, but the fundamental measure of enterprise management. The result of the implementation of corporate culture will bring material and spiritual benefits to the development of enterprises, the interests of employees and society, which is the standard to test its performance. Therefore, in the implementation of corporate culture, we must establish an incentive mechanism and a restraint mechanism. This mechanism includes material incentives and spiritual incentives. Through encouragement, the enthusiasm and initiative of corporate culture construction are mobilized, so that corporate culture is lively, deeply rooted in the hearts of the people and fruitful.