Do you know the corporate culture of financial companies? Do you know how to write a theme paper? The following is my carefully prepared corporate culture thesis of financial companies. You can refer to the following!
As a financial institution of a directional service group, financial companies have an inherent need to build a corporate culture system based on the culture of the parent company of the group, both from the perspective of the industry and their own business development personality. Based on the connotation of corporate culture, this paper expounds the mode and path of the integration of mother culture and subculture and the corporate culture construction of financial companies.
Keywords:: corporate culture construction of financial companies
As far as the financial industry is concerned, the formulation and implementation of corporate culture can effectively establish its own image in the industry, form differentiated advantages among customers, and thus stand out from the homogenization competition. At the same time, the financial industry has a large flow of talents, and retaining talents only by salary will greatly increase the company's operating costs. Soft conditions such as "emotional retention" and "corporate identity" rooted in corporate culture will become an important way for financial enterprises to realize their talent advantages.
As the most direct product to serve the real economy, the financial company's business direction and style will inevitably be influenced by the group company. How to find a suitable development path and business orientation while taking into account historical traditions, shareholders' demands and management is the most important thing that affects the sustainable development of financial companies.
First, the connotation and characteristics of corporate culture
Corporate culture is the collective name of * * * common ideals, basic values, styles, living habits and behavioral norms formed by enterprises for a long time. It is the sum of spiritual wealth with its own characteristics created by enterprises in the process of operation and management, and it is the most lasting and fundamental internal vitality of enterprises. At present, the competition of enterprises is shifting from the competition of products and services to the competition of personnel and social image. On the one hand, the construction and dissemination of corporate culture can strengthen the company concept through internal multi-channel publicity, thus optimizing the overall humanistic quality and enhancing internal cohesion and external competitiveness; On the other hand, we can highlight the corporate social image step by step through foreign cultural communication, so that the corporate image is deeply rooted in the hearts of the people. From this perspective, corporate culture is not a technical factor affecting the survival of enterprises, but a subtle systematic project, which is the internal demand of the survival and development of enterprises, rather than the external driving force.
Second, based on the group's parent company culture, the necessity of building corporate culture
First, the team building needs of financial companies. Article 9 of the Measures for the Administration of Finance Companies of Enterprise Groups stipulates that the number of employees of finance companies who have been engaged in finance or financial work for more than two years shall exceed two thirds of the total number. Because of this, financial companies have to introduce bank employees from outside the system at the initial stage of preparation. Compared with the original employees of their own group, these employees will face the impact of old and new working methods, atmosphere and mode. In order to effectively shorten the running-in time between employees and enterprises, realize self-precipitation and sublimation, integrate into the overall environment of the group more quickly, and exert the greatest subjective initiative, it will be an inevitable choice for financial companies to build corporate culture based on the culture of the parent company of the group.
Second, the business development needs of finance companies. As a non-bank financial institution facing the units in the group system, the financial company has a relatively single and huge customer. In order to provide more suitable financial services, give full play to the advantages of financial platforms and maintain customer relationships, so as to be in a more favorable position in the competition with external commercial banks, it is an important channel to actively understand and integrate customer corporate culture and enhance industry competitiveness.
Third, the development needs of financial companies themselves. The organic relationship of "talent-value-development" has been paid more and more attention in modern management research. As an important measure to improve employee loyalty, corporate culture has been recognized by large groups. Among them, only the corporate values recognized, recognized and consciously followed by employees are the real corporate culture; Only by realizing the concept of culture can we really exert its influence on the development of enterprises. Therefore, it will be an inevitable stage of the development of financial companies to carry out the research on the promotion and implementation of mother culture and earnestly carry out the construction of corporate culture.
Three. Comparison of Corporate Culture Construction between Finance Companies and Commercial Banks
Financial companies are different from commercial banks in customer base, employee source, elite theme and risk preference. Therefore, they also have their own characteristics in corporate culture construction:
First of all, there are many factors to consider in the construction of corporate culture. Most financial companies take "service group" as their business purpose. Therefore, in terms of corporate culture construction, they will also consider "service" in addition to the "three natures" principle of the financial industry;
Secondly, the spread of corporate culture is limited. Limited by their own scale, most financial companies invest less manpower and material resources in corporate culture construction than commercial banks, especially in public opinion propaganda, and the main communication scope of corporate culture construction of financial companies is mostly limited to companies, groups and peers;
Finally, corporate culture is greatly influenced by external factors. As a product of the development of group companies, financial companies have been influenced by the culture of the group or other member units from the beginning of preparation. At the same time, the functions given to financial companies by various groups are also different, which has a certain impact on their cultural construction.
Generally speaking, the development of corporate culture of financial companies presents the following advantages and disadvantages: objective conditions such as less * * *, late start and limited influence limit its motivation for further deepening, but relying on the innate conditions of the group and taking root at the grassroots level, its corporate culture can be better recognized by employees and customers, and it has advantages over commercial banks from the perspective of "input and output".
Fourthly, the fusion mode of mother culture and subculture.
Even if the mother culture of each group is different, on the whole, the basic mode of realizing the organic combination of mother and child culture is "understanding culture-self-analysis-finding a breakthrough point to promote", which can be divided into the following four steps:
(A) a deep understanding of the parent culture of the group. There are two meanings here: one is to understand the background, basic framework and connotation of the mother culture, so as to understand its essence and use it; The second is to understand the significance of promoting the mother culture, so as to encourage all employees to consciously and actively apply it to their daily work and become the principle and guide of their work.
(two) clear their own business characteristics and development direction. Promote the organic combination of mother culture and subculture, and make it clear that their status is equally important. Therefore, we need to discuss our own needs, clarify the development goals and objectives of the company, and thus get a subculture.
(3) Explore the fusion point of mother culture and subculture. Under the condition of strictly observing and meeting the overall requirements of the mother culture, it can be further supplemented and improved according to its own characteristics. What I want to emphasize here is that in the process of implementation, we must look at the problem dialectically, paying attention to the role of corporate culture in practice and the needs of innovation and development, so that the combination of the two can better meet the needs of enterprises.
(four) to ensure the spread of mother culture and subculture. Corporate culture can only be truly used by people after implementation, and can only be continuously improved and developed after the test of practice. Therefore, it is necessary to strengthen the tracking of the landing of the two cultures and take "application" as the top priority of corporate culture construction.
Fifth, the path of corporate culture construction of financial companies
(A) top-down, to ensure the smooth construction and implementation of corporate culture. As a systematic system, corporate culture covers personnel, strategy, system and implementation, and its smooth construction and practical implementation cannot be separated from the attention of company leaders and top-down efforts. For financial companies, how to correctly position their own strategies and explore the core and connotation of corporate culture construction according to the characteristics of the financial industry and taking into account the existing institutional culture atmosphere is the primary prerequisite for cultural construction, which will depend on the understanding and support of the company's leading group for "cultural construction". If we only understand corporate culture as slogans and propaganda, instead of setting an example or organizing employees to learn and implement it, then all this can only be castles in the air, and we can't do it.
(B) the system first, to create internal motivation for self-monitoring. To achieve the strategic goal of an enterprise, it depends on culture and system, which complement each other. As an important part of corporate culture, institutional culture can regulate the consciousness and behavior of all employees through external forces. As the "internal bank" of the group, financial companies raise funds to support the development of main business within the group, but also accumulate funds and credit risks, which will inevitably put forward higher requirements for employees in various business processes and positions. At the same time, the "people-oriented" characteristics of the financial industry determine the importance of employee quality and employee values to the development of a company. In order to ensure that corporate culture can be truly integrated into employees' minds and reflected in employees' behaviors, whether in the early, middle or late stage of cultural construction, the escort function of the system is always irreplaceable.
(3) Brand promotion, with differentiated image to enhance the overall competitiveness. Compared with commercial banks, financial companies still have some room for improvement in market awareness and publicity, and for each group, they are all emerging businesses outside their main business. Therefore, how to deepen the society and customers' understanding of this industry, establish a relationship of mutual trust and create a good business development environment has become a work that financial companies actively explore and vigorously carry out. As an image culture strategy, corporate image recognition is based on the understanding of the development trend, resource status and competitive position of the enterprise itself. It conveys corporate culture to the outside world in a unique, distinctive and systematic way, which embodies the company's entrepreneurial spirit and concept, thus generating strong brand awareness and recognition. Specifically, enterprises generally create differentiated images through internal personnel's code of conduct, work style, team spirit, external public relations, image publicity and public activities. , so as to take the initiative and win the advantage in the case of homogeneous services or products.
(D) People-oriented, enhance the sustainable development capacity of enterprises. Manpower and capital are the necessary conditions for the survival and development of enterprises. Finance companies can only absorb the deposits of member companies, so the source of funds is affected by the overall cash flow of group companies. In this case, the subjective initiative of employees and the ability to tap the potential of funds will directly affect the disposable capital scale of financial companies. In addition, as a window service unit engaged in monetary management, the credit culture and service culture of financial companies will be reflected in the employees' ideas and behaviors in the final analysis. From the above two points of view, the corporate culture construction of financial companies must adhere to people-oriented, regard human resources as the key link of sustainable development, shape and tap the internal quality of employee groups or individuals, and enhance team cohesion and centripetal force.
References:
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