Model essay on graduation thesis of business administration major (junior college)
abstract
In 1980s, American management scholars put forward the theory of corporate culture, and then scholars from all over the world devoted themselves to the research and practice of corporate culture. In recent years, in China, with the continuous integration of the world economy, people have a deeper understanding of corporate culture, and corporate culture construction has also been put on the agenda of enterprise self-construction by some enterprises. For example, "Little Swan, Sincere and Eternal Haier" is an outstanding representative of corporate culture construction in China. However, we must also be soberly aware that some enterprises in China still have some misunderstandings when building corporate culture: for example, there is no cultural phenomenon, cultural fantasy phenomenon, total westernization phenomenon and so on. On the basis of analyzing the present situation of corporate culture in China, this paper further discusses how to create a corporate culture with China characteristics from the perspective of integrating national culture and drawing lessons from western management experience.
Keywords: soft power of enterprises
Corporate culture (corporate culture)
Enterprise team (enterprise team)
On enterprise culture
When it comes to corporate culture, some people think it is illusory and elusive, and it seems difficult to connect with actual business activities. In fact, the culture of an enterprise is easily perceived by outsiders. When we deal with some famous enterprises, we can easily understand the existence of corporate culture, such as Panasonic employees' enthusiasm for enterprises and products, Siemens' rigor, Little Swan's wholehearted, Haier's eternal sincerity.
So, what exactly is corporate culture? What is the role of corporate culture? How China enterprises should build their own corporate culture has become an urgent problem for China enterprises. 1 corporate culture overview
1. 1 Definition of corporate culture
Looking at the definitions of corporate culture given by scholars at home and abroad, we can see that these definitions have their own emphasis or emphasis, and their coverage is not consistent. But on the whole, in their understanding of corporate culture, they all think that "corporate culture" is the sum of the same value system and its manifestations formed by enterprises and employees in the process of production and operation under certain conditions. * * * The same values are the core of corporate culture, including business philosophy, values, entrepreneurial spirit, fine traditions, codes of conduct and so on. Forms of expression include corporate culture and education activities, employee code of conduct, corporate rules and regulations, etc. The essence of enterprise culture is a kind of enterprise management thought with people as the center, cultural guidance as the means and stimulating employees' conscious behavior as the purpose. The fundamental task of corporate culture is to value, trust, understand, mobilize, guide, educate, train and shape people. Like an invisible hand, it often plays an important guiding role in the management of enterprises consciously or unconsciously.
1.2 development course of corporate culture
In the late 1970s, Japan's powerful economic strength challenged the economy of the United States and even Western Europe. In this case, people have noticed the differences between Japanese and American enterprise management models, and found that rational management lacks flexibility, which is not conducive to giving full play to people's creativity and their long-term belief in enterprise survival, while shaping a culture conducive to innovation and integrating value and psychological factors has a potential but vital role in the long-term business performance and development of enterprises.
In 1980s, the research on corporate culture focused on discussing basic theories. 198 1 year, william ouchi, a Japanese professor at the university of California, published the monograph "z theory-how American commercial enterprises meet Japanese challenges", and put forward the concepts of "z-type culture" and "z-type organization", holding that the control mechanism of enterprises is completely contained by culture; 1982, Terrence E Deal and Allan Kennedy published the book Corporate Culture, and they pointed out that most outstanding and successful companies have a strong corporate culture, which has five elements: (1) corporate environment. (2) values; (3) heroes; (4) ceremony; (5) Cultural network. Among them, values are the core elements. In the same year, thomas peters and George W. Robert Waterman, the famous American management experts, co-authored "Seeking Advantages —— Experiences of the Most Successful Companies in America", and studied and summarized the management of three outstanding innovative companies, and found that these companies all took corporate culture as the driving force, direction and control means, and thus made amazing achievements, which is the power of corporate culture. These three books, together with The Art of Japanese Management co-authored by Pascal atos, are called the Quartet of Corporate Culture Research, which indicates the rise of corporate culture research.
Since 1990s, there have been four trends in the study of corporate culture: one is the in-depth study of the basic theory of corporate culture; Second, the application research of enterprise culture, enterprise benefit and enterprise development; The third is the measurement research of corporate culture; The fourth is the research on the diagnosis and evaluation of corporate culture. In 1980s and 1990s, the study of corporate culture became the focus of management, organizational behavior and industrial organizational psychology, also known as managerial corporate culture.
2 the status of corporate culture in China
In recent years, some enterprises in China have also realized the great role of corporate culture in enterprises, devoted themselves to the research and construction of corporate culture, and achieved initial results in some large enterprises. However, judging from the situation of most enterprises in China, the development of corporate culture is still at a low level, "corporate culture strategy" has not been paid due attention, and the cultivation of corporate culture lacks the guidance of system theory. Generally speaking, there are many defects and mistakes in China's corporate culture, which are manifested in practice.
Uncultured management
In our country, some enterprises, especially some traditional state-owned enterprises, do not pay enough attention to management itself, so enterprises disdain cultural construction. Such enterprises have no specific corporate culture concept. Although there are very systematic and strict rules and regulations that stipulate what employees must and cannot do, there is no clear cultural concept and value advocacy, which ignores the education and training of employees. There is no relationship model between enterprise organizations and members, and between members that conforms to the interests of enterprise development. Spontaneous communication among members tends to form informal groups that are contrary to organizational goals, increasing internal friction of enterprises and restricting the improvement of enterprise efficiency. However, members and organizations are close to the pure interest exchange relationship, and there is no sense of belonging to the organization, so it is difficult for employees to have a higher sense of responsibility.
Model essay on graduation thesis of business administration major (junior college)
abstract
In 1980s, American management scholars put forward the theory of corporate culture, and then scholars from all over the world devoted themselves to the research and practice of corporate culture. In recent years, in China, with the continuous integration of the world economy, people have a deeper understanding of corporate culture, and corporate culture construction has also been put on the agenda of enterprise self-construction by some enterprises. For example, "Little Swan, Sincere and Eternal Haier" is an outstanding representative of corporate culture construction in China. However, we must also be soberly aware that some enterprises in China still have some misunderstandings when building corporate culture: for example, there is no cultural phenomenon, cultural fantasy phenomenon, total westernization phenomenon and so on. On the basis of analyzing the present situation of corporate culture in China, this paper further discusses how to create a corporate culture with China characteristics from the perspective of integrating national culture and drawing lessons from western management experience.
Keywords: soft power of enterprises
Corporate culture (corporate culture)
Enterprise team (enterprise team)
On enterprise culture
When it comes to corporate culture, some people think it is illusory and elusive, and it seems difficult to connect with actual business activities. In fact, the culture of an enterprise is easily perceived by outsiders. When we deal with some famous enterprises, we can easily understand the existence of corporate culture, such as Panasonic employees' enthusiasm for enterprises and products, Siemens' rigor, Little Swan's wholehearted, Haier's eternal sincerity.
So, what exactly is corporate culture? What is the role of corporate culture? How China enterprises should build their own corporate culture has become an urgent problem for China enterprises. 1 corporate culture overview
1. 1 Definition of corporate culture
Looking at the definitions of corporate culture given by scholars at home and abroad, we can see that the emphasis or coverage of these definitions is different. But on the whole, in their understanding of corporate culture, they all think that "corporate culture" is the sum of the same value system and its manifestations formed by enterprises and employees in the process of production and operation under certain conditions. * * * The same values are the core of corporate culture, including business philosophy, values, entrepreneurial spirit, fine traditions, codes of conduct and so on. Forms of expression include corporate culture and education activities, employee code of conduct, corporate rules and regulations, etc. The essence of enterprise culture is a kind of enterprise management thought with people as the center, cultural guidance as the means and stimulating employees' conscious behavior as the purpose. The fundamental task of corporate culture is to value, trust, understand, mobilize, guide, educate, train and shape people. Like an invisible hand, it often plays an important guiding role in the management of enterprises consciously or unconsciously.
1.2 the development of corporate culture
In the late 1970s, Japan's powerful economic strength challenged the economy of the United States and even Western Europe. In this case, people have noticed the differences between Japanese and American enterprise management models, and found that rational management lacks flexibility, which is not conducive to giving full play to people's creativity and their long-term belief in enterprise survival, while shaping a culture conducive to innovation and integrating value and psychological factors has a potential but vital role in the long-term business performance and development of enterprises.
In 1980s, the research on corporate culture focused on discussing basic theories. 198 1 year, william ouchi, a Japanese professor at the university of California, published the monograph "z theory-how American commercial enterprises meet Japanese challenges", and put forward the concepts of "z-type culture" and "z-type organization", holding that the control mechanism of enterprises is completely contained by culture; 1982, Terrence E Deal and Allan Kennedy published the book Corporate Culture, and they pointed out that most outstanding and successful companies have a strong corporate culture, which has five elements: (1). (2) values; (3) heroes; (4) ceremony; (5) Cultural network. Among them, values are the core elements. In the same year, thomas peters and George W. Robert Waterman, the famous American management experts, co-authored "Seeking Advantages —— Experiences of the Most Successful Companies in America", and studied and summarized the management of three outstanding innovative companies, and found that these companies all took corporate culture as the driving force, direction and control means, and thus made amazing achievements, which is the power of corporate culture. These three books, together with The Art of Japanese Management co-authored by Pascal atos, are called the Quartet of Corporate Culture Research, which indicates the rise of corporate culture research.
Since 1990s, there have been four trends in the study of corporate culture: one is the in-depth study of the basic theory of corporate culture; Second, the application research of enterprise culture, enterprise benefit and enterprise development; The third is the measurement research of corporate culture; The fourth is the research on the diagnosis and evaluation of corporate culture. In 1980s and 1990s, the study of corporate culture became the focus of management, organizational behavior and industrial organizational psychology, also known as managerial corporate culture.
2 the status of corporate culture in China
In recent years, some enterprises in China have also realized the great role of corporate culture in enterprises, devoted themselves to the research and construction of corporate culture, and achieved initial results in some large enterprises. However, judging from the situation of most enterprises in China, the development of corporate culture is still at a low level, "corporate culture strategy" has not been paid due attention, and the cultivation of corporate culture lacks the guidance of system theory. Generally speaking, there are many defects and mistakes in China's corporate culture, which are manifested in practice.
Uncultured management
In our country, some enterprises, especially some traditional state-owned enterprises, do not pay enough attention to management itself, so enterprises disdain cultural construction. Such enterprises have no specific corporate culture concept. Although there are very systematic and strict rules and regulations that stipulate what employees must and cannot do, there is no clear cultural concept and value advocacy, which ignores the education and training of employees. There is no relationship model between enterprise organizations and members, and between members that conforms to the interests of enterprise development. Spontaneous communication among members tends to form informal groups that are contrary to organizational goals, increasing internal friction of enterprises and restricting the improvement of enterprise efficiency. However, members and organizations are close to the pure interest exchange relationship, and there is no sense of belonging to the organization, so it is difficult for employees to have a higher sense of responsibility.
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