Doing a good job in corporate culture construction of state-owned enterprises is of great significance for deepening the reform of state-owned assets management system and promoting the reform, development and stability of state-owned enterprises. The State Council State-owned Assets Supervision and Administration Commission and the Party Committee of State-owned Assets Supervision and Administration Commission have always attached great importance to the corporate culture construction of state-owned enterprises, held a seminar on corporate culture construction of state-owned enterprises, and issued the Guiding Opinions on Strengthening the Corporate Culture Construction of State-owned Enterprises. All state-owned enterprises have conscientiously implemented the Guiding Opinions, and new progress has been made in corporate culture construction with remarkable results. Showing the following characteristics:
Significant progress has been made in the construction of corporate culture in state-owned enterprises.
Establish the strategic position of corporate culture construction and create a strong atmosphere. All enterprises have generally formulated the overall plan or outline of corporate culture construction, issued relevant documents, and defined the guiding ideology, overall objectives, basic contents and implementation steps. Many enterprises have incorporated corporate culture construction into the 11th Five-Year Plan, which has become an important part of the overall development strategy and one of the key tasks, forming a strong corporate culture construction atmosphere. From business leaders to ordinary employees, the consciousness and initiative of corporate culture construction have generally improved.
Establish an organizational and institutional security system and implement work responsibilities. The vast majority of state-owned enterprises have set up leading bodies and working bodies for corporate culture construction, and defined the responsible persons, competent departments, staff and their corresponding responsibilities. The main leaders of the party and government take the lead in guiding, planning and coordinating, and at the same time give play to the decision-making role of party committees (party groups), boards of directors and major operators in the construction of corporate culture. The management mode of close cooperation between the party and government trade unions and relevant departments and the responsibility system of division of labor, cooperation and coordination have been established. Pay attention to strengthening the construction of professional teams, and effectively improve the professional quality and practical ability of corporate culture construction teams by holding training courses, holding special lectures and organizing overseas training visits. Many enterprises have set up special funds for work and incorporated them into budget management, increased investment in software and hardware, and further improved work carriers and facilities.
Strengthen supervision and inspection and form a working mechanism. Many enterprises pay attention to the process management of corporate culture construction, establish an assessment and incentive mechanism, supervise and inspect in time, and pay close attention to the implementation of the work. Some enterprises incorporate corporate culture construction into their annual work objectives and monthly work plans, while others incorporate it into their performance appraisal system. They regularly evaluate and reward and punish the work results, sum up experience, find typical cases, study and solve problems, and ensure the solid progress of corporate culture construction.
Paying attention to the combination of practice, a large number of enterprises have initially formed corporate culture. Many enterprises carry out theoretical research and practical exploration of corporate culture construction by holding seminars, conducting in-depth research, visiting and learning from other enterprises, and carrying out subject research, and form the guidance of research results. Hold working meetings in different scopes and at different levels. In accordance with the requirements of the overall planning, we should comprehensively start from the material, spiritual, institutional and behavioral levels, refine and form enterprise spirit, values and management concepts, formulate employee ethics and codes of conduct, establish corporate image and strengthen brand building. Some enterprises, in combination with the characteristics of their industries and industries, have established the main attack direction and phased objectives, carefully planned, selected the right carriers, implemented them step by step, implemented them item by item, and made steady progress. Through hard work, a large number of enterprises have initially formed a lively and distinctive corporate culture that conforms to the direction of advanced socialist culture, has distinctive characteristics of the times and rich management connotations.
In recent years, the corporate culture construction of state-owned enterprises has made great progress, and it is playing an increasingly important role in casting corporate soul, shaping corporate image, cultivating first-class employees, promoting reform and development, and actively promoting the reform and development of state-owned enterprises.
The understanding of the essence and regularity of corporate culture construction is deepening.
Practice makes us realize that corporate culture construction is essentially a management behavior and method to arm employees' minds with advanced scientific ideas and cultural concepts, standardize the behavior of enterprises and employees, improve the management level of enterprises, cultivate the core competitiveness of enterprises and promote the harmonious development of enterprises and employees. Corporate culture and its construction is a science, a systematic project, an integral part and element of the core competitiveness of enterprises, and an advanced management theory, method and behavior based on people.
To build China's advanced corporate culture, we should pay attention to learning, grasping and upgrading from the regularity. First, we should strengthen guidance, establish and improve the leadership system of corporate culture construction, and form an organizational guarantee mechanism; Second, we must adhere to the correct guiding ideology, implement Scientific Outlook on Development, and grasp the correct working principles and scientific working methods; Third, it must be incorporated into the enterprise development strategy, make a work plan, make solid progress, step by step, and constantly innovate and develop; Fourth, we must conform to the development trend of the times, reflect the characteristics of enterprises, and serve the development strategy and goals of enterprises; Fifth, it must be integrated into enterprise management, combined with special groups, full participation and wide recognition, and become the conscious behavior of the majority of employees; Sixth, we must form an effective working mechanism, a strong material guarantee and evaluation system.
Corporate culture construction of state-owned enterprises
Generally speaking, it is in its infancy.
Judging from the important position and function of state-owned enterprises, compared with many first-class enterprises in the world, the corporate culture construction of state-owned enterprises is still in its infancy and its development is uneven. Many enterprises still have some outstanding problems that need to be solved urgently.
First, ideological understanding needs to be improved and deepened. Some enterprises do not put the construction of corporate culture in the overall situation of promoting enterprise reform, development and stability, and have a weak sense of urgency and initiative, lacking overall planning and deployment. Some do not organically link corporate culture construction with enhancing the competitiveness of enterprises, improving the quality and ability of employees, innovating and improving the ideological and political work of party building in enterprises, attach importance to corporate culture construction, and lack overall consideration and coordinated promotion. Some did not grasp the essence and connotation of corporate culture construction, and did not make in-depth investigation and systematic analysis and thinking. Although they have a certain working momentum, they are limited to superficial forms and lack practical results. Some people think that the construction of corporate culture is a soft task, not a hard goal, with slow action and lack of enthusiasm and creativity. Some people are eager for quick success or high expectations, hoping to solve all the problems of enterprise management with enterprise culture, which reflects the lack of correct understanding of enterprise culture.
Second, the implementation of the work is not deep enough. The enterprise spirit, core values and management ideas put forward by some enterprises are not closely integrated with the requirements of enterprise reform and development, unrealistic and lacking in characteristics, which are not recognized by employees and do not play their due role. Some of the values put forward have not been implemented in the enterprise management system, have not penetrated into the minds of employees, and have not become the conscious actions and behavioral norms of employees. Some work only has deployment and overall requirements, which is not enough to implement. Some lack investment, which restricts the normal development of the work.
Third, the institutional mechanism is not sound enough. The leadership system of corporate culture construction in some enterprises can not meet the requirements of establishing modern enterprise system and improving corporate governance structure, and there is a problem of poor leadership. Although some enterprises have formulated more detailed corporate culture construction plans, the relevant work responsibilities are not clear and the plans have not been implemented. Some enterprises unilaterally limit their work to functional departments and a few people, without forming a work system of division of responsibilities and a strong atmosphere of full participation.
Establish and improve the system framework of enterprise culture construction in state-owned enterprises
The Guiding Opinions put forward that in about three years, we will strive to basically establish an enterprise culture system that adapts to the development trend of the world economy and the development requirements of China's socialist market economy, follows the laws of cultural development, conforms to the development strategy of enterprises, and embodies the characteristics of enterprises. Achieving this overall goal will play an important role in establishing and perfecting the management and supervision system of state-owned assets and promoting the reform, development and stability of state-owned enterprises. This is the same task of SASAC and state-owned enterprises. In this regard, various enterprises have made useful explorations and gained some experience. In June last year, at the third Council meeting of the first session of the Party Construction and Political Research Association of state-owned enterprises, the requirements for further research on system construction were put forward and the research was initiated. Judging from the situation of this seminar, some enterprises pay attention to research, establish and improve the institutional framework of corporate culture construction, and the institutional framework is becoming more and more perfect. In my opinion, the system framework of enterprise culture construction of state-owned enterprises should at least include three basic contents and three working mechanisms.
Three basic contents
The three basic contents are to establish and improve the spiritual culture, institutional culture and material culture of enterprise culture construction.
Enterprise spirit culture is the sum of group consciousness, values and ideals and morals that guide the production and operation activities of enterprises, including corporate mission, corporate vision, corporate spirit, core values, corporate ethics, management concepts and other conceptual and cultural elements. This is the core content of corporate culture. Strengthening the construction of enterprise spiritual culture is the process of internalizing cultural ideas. It is necessary to take the determination of enterprise spiritual culture as the focus of enterprise cultural construction, organize and guide employees to participate extensively, establish and inculcate ideas, further improve employees' recognition of cultural ideas and behavior consciousness, and make enterprise cultural ideas become the spiritual pillar of unifying cadres and workers' thoughts, condensing wisdom and strength, and become the action guide and ideological motivation of cadres and workers.
Enterprise institutional culture is a code of conduct that binds enterprises and employees, including various internal rules and regulations, work processes, work standards and codes of conduct. We should further improve the relevant management systems, incorporate cultural concepts into the system, standardize enterprise management and employee behavior, improve management efficiency, and realize the institutionalization of enterprise concepts, humanization of system norms and flexibility of enterprise management. This is the process in which cultural concepts solidify in the system.
Enterprise material culture is the material carrier and materialized form of enterprise culture, and it is a kind of enterprise culture with material form as its expression form. The material culture of an enterprise includes not only the products and services provided by the enterprise, but also the contents of the enterprise identification system, such as enterprise environment, enterprise appearance, enterprise advertisement, enterprise logo, flag, emblem and song. The construction of enterprise material culture is the externalization of cultural ideas. It is necessary to integrate resources, make overall plans for design, push forward in an all-round way, focus on establishing an enterprise identification system that can fully reflect the corporate culture concept, strengthen the construction of cultural facilities, beautify the working and living environment, improve the quality of products and services, build corporate brands, enhance the visibility, credibility and reputation of enterprises, and establish a good public image of enterprises.
The three aspects of corporate culture construction are interrelated and interact with each other to form an organic whole. If corporate culture is compared to a towering tree, then its root is corporate spiritual culture. It is the core of enterprise culture, plays a leading role in enterprise system culture and material culture, and is also the soul of enterprise management and development. Its backbone is enterprise system culture. It is the solidification of enterprise spiritual culture, regulates the behavior of enterprises and employees, is a powerful guarantee for the implementation of enterprise spiritual culture, and is also the basic guarantee for the healthy operation of enterprises. Its branches and leaves are the material culture of the enterprise. It is the externalization of enterprise spiritual culture, the foundation of carrying enterprise spiritual culture, the material condition and effective carrier of displaying enterprise spiritual culture and enhancing enterprise image. Only when these three aspects are coordinated can the tree of corporate culture take root, thrive and flourish, and the construction of corporate culture can achieve fruitful results.
Three working mechanisms
The three working mechanisms are to establish and improve the organizational guarantee mechanism, work guidance and carrier support mechanism, and assessment and evaluation mechanism.
In terms of organizational guarantee mechanism. First, to meet the requirements of establishing a modern enterprise system and improving the corporate governance structure, establish and improve the leadership system of corporate culture construction. Party committees (party groups), boards of directors and major operators of enterprises should play a good decision-making role in corporate culture construction. Enterprise leaders should attach importance to corporate culture construction, think systematically, make long-term plans, brainstorm ideas and countermeasures, determine the objectives and contents of corporate culture construction, put forward correct management concepts, and take the lead in setting an example. Second, we must clarify and implement work responsibilities. Clarify the competent department of corporate culture construction, arrange full-time (part-time) personnel to be responsible for this work, and form a working system in which the competent department of corporate culture construction is responsible for organizing, all functional departments implement the division of labor, and all employees participate extensively. Third, we should strengthen education and training. Strengthen the education of employees, regularly organize the training of enterprise managers and full-time personnel in enterprise culture construction, and help them master the professional knowledge of enterprise culture and improve their working ability. Pay attention to the role of grassroots party organizations and mass organizations. Party member should set an example, play an exemplary role, reflect the advanced nature, unite and lead employees to actively participate in corporate culture construction, form a joint force of corporate culture construction, and maintain the vitality and vitality of corporate culture. Fourth, we must ensure the necessary investment. Set up special funds for corporate culture construction and incorporate them into budget management, increase investment in software and hardware for corporate culture construction, and provide material guarantee for corporate culture construction.
In terms of work guidance and carrier support mechanism. First of all, we should strengthen the guidance of corporate culture construction. According to the different situations of state-owned enterprises, we will conduct special research, sum up and popularize advanced experience in time, find and select typical trees, and use rich and vivid cases to motivate and guide enterprises to promote their work. Strengthen the theoretical research and practical research of corporate culture, explore the working rules, deepen the theoretical research, refine the operation methods, do a good job in classification guidance, and promote the standardized and orderly construction of corporate culture. Second, enrich the carrier of corporate culture construction. Further integrate corporate culture resources, innovate the means of corporate culture construction, enrich and optimize the design of corporate culture carriers, strengthen the construction of corporate culture positions, improve corporate culture facilities such as staff training centers, staff sports venues, libraries, etc., pay attention to the use of new media such as the Internet and corporate newspapers, radio, closed-circuit television and other media, expand the effective coverage of corporate culture construction, provide more healthy and beneficial cultural products, and improve the cultural literacy of employees. Third, we should strengthen coordination with relevant units. Attach importance to and strengthen the management and guidance of various amateur cultural associations such as photography, calligraphy, art, literature and sports, organize healthy and progressive mass amateur cultural activities with distinctive features and various forms, disseminate scientific knowledge, carry forward the scientific spirit, improve employees' ability to identify and resist decadent ideas, feudal superstitions and pseudoscience, create a healthy, peaceful and warm cultural atmosphere, and meet employees' spiritual and cultural needs of seeking knowledge, beauty and pleasure.
In terms of assessment and evaluation mechanism. First, it should be included in the overall deployment of enterprise assessment and evaluation work. Corporate culture construction should be deployed, inspected, assessed, rewarded and punished together with other work of the enterprise, and an evaluation and incentive mechanism should be established. At present, some enterprises have established some evaluation standards. Some regard corporate culture construction as an index to evaluate the performance of enterprise leaders, some carry out the evaluation of star-rated units of corporate culture construction, some carry out the evaluation of employees' awareness and recognition of corporate culture, and some incorporate corporate culture construction into the comprehensive evaluation of enterprises such as the construction of corporate civilized units, outstanding member enterprises and cadre performance evaluation. These practices are worthy of recognition. Second, we must formulate assessment contents and standards. At present, enterprises generally feel that they lack systematic, scientific and operable evaluation tools and standards. We should study hard and learn from the latest achievements at home and abroad, increase research efforts, speed up research progress, and form practical, scientific and effective enterprise assessment standards. The evaluation of corporate culture construction is to evaluate and identify the work, position, function and effect of corporate culture construction, affirm achievements, analyze existing problems, clarify the direction of efforts, continuously improve the level of corporate culture construction and give full play to the role of corporate culture. The assessment focuses on whether the leadership system is conducive to work, whether the operation mechanism is smooth, whether the cultural concept is integrated into the relevant systems and improved, whether the value concept reflects the reality of the enterprise and reflects the requirements of the times, whether the enterprise identification system is sound and distinctive, whether the investment is guaranteed, whether employees agree with the contents of the three levels of corporate culture, whether the cultural concept becomes the conscious code of conduct of employees, and whether the role of corporate culture is obvious. Third, we must clarify the ways and means of assessment and evaluation. We should adhere to the combination of quantitative and qualitative methods, and adopt the method of combining the whole enterprise with the inside and outside of the enterprise, that is, the combination of enterprise management department and employee evaluation, and the combination of enterprise self-evaluation with the evaluation of relevant departments and experts outside the enterprise. It is necessary to strengthen the process management of corporate culture construction, sum up experience in time, ensure the implementation of all work, and gradually realize the standardization, institutionalization and scientificity of corporate culture construction to achieve the expected results.