With China's reform and opening up and China's entry into the WTO, the domestic and international market competition is becoming increasingly fierce. In order to adapt to market competition, small and medium-sized enterprises pay more and more attention to improving their competitiveness through corporate culture construction. Starting from the importance of the cultural construction of small and medium-sized enterprises, this paper analyzes the problems existing in the cultural construction of small and medium-sized enterprises at present, and puts forward some corresponding countermeasures.

[Keywords:] SME corporate culture construction

First, the importance of cultural construction of SMEs

Corporate culture refers to the ideas, styles, values and codes of conduct gradually formed by enterprises and their employees in the process of production, operation and reform under certain historical conditions. It is a belief and behavior with corporate personality. It includes values, codes of conduct, ethics, customs, rules and regulations, mental outlook and so on. Its core is values.

For small and medium-sized enterprises, cultural construction is very important, and its position and function can be summarized into four types: orientation, cohesion, restraint and radiation. Cultural construction is conducive to improving the core competitiveness of enterprises, and cultural power is the core of enterprise competitiveness. Through cultural construction, small and medium-sized enterprises can define enterprise goals and business plans, standardize employee behavior and stimulate employees' fighting spirit; It is conducive to improving the business performance of enterprises, and excellent corporate culture can enhance the cohesion of enterprises and improve the satisfaction of employees and customers; It is conducive to increasing employment, promoting economic development and social stability, thus promoting national economic development and maintaining social stability.

Second, the problems in the cultural construction of SMEs

Since the reform and opening up, China's small and medium-sized enterprises have achieved rapid development and their strength has been continuously enhanced, which has strongly supported the sustained, rapid and healthy development of the national economy. However, with the rapid development of science and technology and China's entry into WTO, small and medium-sized enterprises are facing increasingly fierce market competition at home and abroad. At present, the problems existing in the cultural construction of small and medium-sized enterprises mainly include:

1. Lack of correct knowledge and understanding of corporate culture construction.

Enterprise culture construction is blind. Some business operators believe that the construction of corporate culture is a matter for large enterprises and has little to do with small and medium-sized enterprises. In their production and operation, the so-called "boss culture" or "flag bearer culture" has been formed. Some people think that the survival and development of enterprises depend on products, technology, marketing and services, and culture is only a lubricant for the survival and development of enterprises, and only plays an auxiliary role.

2. The family color is strong, and the enterprise lacks cohesion and centripetal force

Most small and medium-sized enterprises in China are family-owned enterprises. Business owners and their relatives are the owners of enterprises, while employees are "wage earners" and "outsiders". This over-strong management model based on kinship and nepotism is not conducive to the establishment of modern enterprise system, easy to dilute the relationship between labor and capital, and form the same body of their respective interests, which is not conducive to enterprise management. At the same time, the paternalistic style of enterprise managers is not conducive to the formation of a good incentive and restraint mechanism, weakening the sense of responsibility and belonging of employees, not conducive to enhancing the cohesion and centripetal force of enterprises, and the team advantage cannot be brought into play, which increases the business risk of enterprises.

3. Corporate culture cannot develop dynamically.

The cultural construction of small and medium-sized enterprises is prone to random and rigid symptoms. Randomness is because many enterprises pay attention to immediate interests and ignore long-term planning of enterprises, and it is easy to change their cultural style for the surrounding environment and market. Cultural construction has no continuity and stability and cannot form its own cultural characteristics. This instability can easily lead to quick success and instant benefit for enterprises. Of course, it is beneficial to the development of the enterprise to modify the corporate culture to a certain extent according to the specific situation, otherwise the corporate culture will become rigid.

Third, do a good job in the cultural construction of SMEs.

The competition of enterprises looks at products and marketing in the short term, brands and strategies in the medium term and culture in the long term. More and more enterprises realize that only by building and developing a corporate culture with the characteristics of the times, promoting the development of enterprises with advanced culture and enhancing their core competitiveness can they be in an invincible position in the market competition. The countermeasures to improve the cultural construction of small and medium-sized enterprises are as follows:

1. Improve the quality of managers and enhance the cohesion of enterprises

Managers, especially leaders, have an irreplaceable exemplary role in the formation and development of corporate culture. Improving the quality of managers is very important for the formation of corporate culture. Managers with good quality, high image and high prestige can bring out a good team. For small and medium-sized enterprises, the scale is small, the number of employees is small, and the level of management socialization is relatively low. In the construction of corporate culture, every manager should set an example in corporate culture concept and business thinking. Senior managers of enterprises should emphasize their important values in various ways, thus affecting employees' ideas and behaviors, and then forming a kind of * * * knowledge, a kind of cultural strength and a kind of cohesion within enterprises. Incorporate entrepreneur culture into enterprise culture construction.

2. Create a learning organization to promote enterprise development through innovation.

2 1 century is the era of knowledge economy, with accelerated knowledge updating and rapid development of science and technology. The competition between enterprises is essentially the competition of talents. In order to keep up with the development of the times, individuals need lifelong learning, and enterprises should change to learning organizations. Creating a learning enterprise culture in small and medium-sized enterprises is conducive to improving employees' mental model, stimulating employees' enthusiasm for work, maximizing employees' potential, achieving self-transcendence and giving play to team advantages. Deal with the interests of enterprises and employees, and achieve a win-win situation for enterprises and employees.

3. Establish the concept of "honesty" and shape the corporate image.

"People can't stand without faith, politics can't stand without faith, and business can't stand without faith." Honesty is not only the foundation of enterprise development, but also the lifeline of long-term development of enterprises. In the long run, if small and medium-sized enterprises pursue the concept of "money first", forget profits and lose credibility, they will lose their original small market. Under the condition of market economy, enterprises without market will have no life. In addition, at present, it is difficult for small and medium-sized enterprises to raise funds and go public, behind which is the difficulty of credit. To solve their own credit problems, we must establish the concept of "honesty", create a culture of honesty, and win people by trust. Corporate image refers to the general impression and evaluation of the public and employees on the enterprise. It is the direct expression of corporate culture, embodies the reputation of the enterprise and reflects the degree of social recognition of the enterprise. In the construction of corporate culture, small and medium-sized enterprises consciously cultivate "honesty" culture, which is conducive to improving corporate reputation and shaping a good corporate image. A good corporate image is a sharp weapon to seize the market externally and a "tonic" to mobilize the enthusiasm of employees internally.

4. Improve and perfect policies and regulations for small and medium-sized enterprises.

To create a fair competitive market environment for small and medium-sized enterprises, the law is the guarantee. To promote the healthy development of small and medium-sized enterprises, a standardized and perfect legal system is urgently needed. At present, the Law on the Promotion of Small and Medium-sized Enterprises has promoted the status of small and medium-sized enterprises, but it has no legal effect and operability, nor does it provide more substantive measures. It is urgent for relevant departments to formulate corresponding supporting laws and regulations. Only by perfecting and perfecting the laws and regulations of small and medium-sized enterprises can small and medium-sized enterprises gain broader development space and their culture take root. At the same time, when formulating industrial policies, the government should consider the interests of small and medium-sized enterprises, respect their status and support their cultural construction, which will help them play a greater role in economic and social development.