How to write corporate culture

Question 1: How to write the corporate culture of a small company? Let me give you a rough outline, because every company's corporate culture is a refinement of the company's operations and experience, and no one else can summarize it for you casually.

1. Corporate goals: preferably in the next 10 years or even decades;

2. Corporate mission

3. Corporate spirit

4. Corporate policy

5. Quality policy

6. Business philosophy

7. Corporate slogan

Question 2 : How to write an article about corporate culture Corporate culture is the common ideals, beliefs, values ??and codes of conduct formed by a team in the process of completing a cause. Since corporate culture plays an important role in soul, cohesion, restraint, guidance, motivation, etc., it is determined that corporate culture is actually a corporate development perspective and business philosophy with the basic content of making the company bigger and stronger. The construction of corporate culture can only focus on this center, improve production, operation and services, continuously improve the economic benefits of the enterprise, and enable the enterprise to develop healthily, steadily and sustainably. This is the fundamental reason for the importance and necessity of strengthening corporate culture construction, and it is the only mission of corporate culture construction.

Question 3: How to write corporate culture? Working together, working together, striving for greater glory is the core of our corporate culture

Working together, working together, striving for greater glory has always been the core of our corporate culture. Our company was established in 1958 (the company was formerly known as the Guizhou Provincial Comprehensive Wood Processing Plant, also known as the Guizhou Provincial Wood Processing Plant). At that time, Guizhou's industrial base was weak. For the exchange of wood between the southern forest area and the northern forest area, the factory undertakes the processing of most of the wood in the province, as well as the transfer of wood within and outside the province. The factory is located in the southern suburbs of the city, in an undeveloped valley and deep ravine. The first old factory director was an old Red Army veteran who had gone through the 25,000-mile Long March. Under his leadership and command, all the cadres and employees of the factory worked together and worked hard to start a business. With the strong support and help of the design department, the construction A large-scale forest products industrial enterprise with lumber making, furniture, wood drying, packaging boxes, cement wood wool board, fiber board (Dutch style) manufacturing workshops and wood storage and transportation yards was established.

Shortly after its establishment, the factory faced three years of natural disasters and a blockade by international revisionist countries. More than 3,000 employees and their families in the factory faced food shortages and material shortages. The factory leaders and employees worked together and united. He worked hard, started a side business, and cultivated wasteland, raised pigs and fish while producing, and finally overcame various difficulties and survived three difficult years.

In the 1960s, the Ministry of Forestry increased investment in the forest products industry in Guizhou Province. Our factory successively introduced a particleboard production line with an annual output of 2,300 cubic meters from the Czech Republic in Eastern Europe, and built a domestically produced particleboard production line with an annual output of 2,300 cubic meters. The 2,000-ton wet hardboard production line faced the relatively advanced production technology at that time. The factory leaders and employees worked together and worked together to overcome technical difficulties one after another and create the history of modern artificial board production in our province.

In the 1970s, in response to the needs of the national economy, the factory built a new lumber-making workshop with an annual output of 100,000 cubic meters. The workshop contained two linked lumber-making production lines. During the construction of the project, Guizhou's industry had weak supporting capabilities. Factory leaders and employees worked together and worked together to find various ways to seek help from brother provinces and cities while also carrying out mechanical processing on their own, solving the problem of supporting many non-standard processing parts.

At the beginning of the factory's establishment, the loading and unloading of trains in the factory's lumberyard had always been manual. The factory's leaders and employees relied on a pair of gloves and a shoulder pad (a round pad sewn with multiple layers of cloth to reduce the impact of heavy objects). The object used for rubbing the human body's shoulders, which is no longer visible) solves the loading, unloading and transportation tasks of hundreds of thousands of cubic meters of wood a year. In order to solve the problem of high intensity of manual hoisting and transportation operations, factory leaders and employees worked together, worked together, and independently researched the processing technology of ropeway machinery and built more than ten high-altitude ropeways. The increased wood transport capacity greatly reduces the labor intensity of employees. In the early 1980s, wide-truss gantry cranes for timber loading and unloading were manufactured in China, and these ropeways were eliminated only after factory installation.

In the 1980s, the factory carried out technological upgrades based on the original annual output of 2,300 cubic meters of particleboard and built a new domestic particleboard production line with an annual output of 5,000 cubic meters. This production line is the first time that a domestic artificial panel equipment manufacturer has imitated foreign equipment. Some key technologies have not been fully digested, and there are many problems in production. The leaders and employees of the factory worked together and worked together to overcome many technical problems in production and equipment. , formed the corresponding production capacity, so that the company's particleboard products can be updated.

In order to strengthen the modern management of the enterprise, in the mid-1980s, the factory leaders and employees worked together to learn modern management techniques and passed the enterprise reorganization acceptance, which greatly improved the enterprise's management capabilities.

In 1984, Guizhou took the lead in implementing the policy of opening up timber and abolishing unified distribution and marketing. This was a huge shock to enterprises that had long been under the management of the planned economy and protected by the policy of unified distribution and marketing of timber. , the leaders and employees of the factory worked together and worked together to overcome the group difficulties, welcomed the opening of the timber policy, and carried out market-oriented operation of timber operations.

In the early 1990s, the factory expanded its business scale and established the current name Guizhou Wood Industry Corporation. The company introduced advanced panel furniture production lines from Romania. At that time, two units outside the province introduced similar equipment to us. In terms of technology digestion, we were the best among the three units.

In the late 1990s, the company introduced a particleboard production line with an annual output of 45,000 cubic meters and a decorative panel production line with an annual output of 1.8 million square meters from Finland. It eliminated the original particleboard production line production equipment and faced Foreign advanced... >>

Question 4: How to write personal suggestions for corporate culture? Find a large company in the same industry, refer to its culture, and then adapt it based on your own situation. , not bad either! For example, take a look at HP's corporate culture: Goal: To become the world's leading high-tech company. Vision: Construct an "adaptive network" to meet the needs of users, applications, and enterprises. Mission Make technical contributions to the happiness and development of mankind Values ??We treat customers with enthusiasm We trust and respect individuals We pursue outstanding achievements and contributions We focus on speed and flexibility We focus on meaningful innovation We rely on teamwork to achieve the same goal We adhere to honesty and integrity in our business activities

Question 5: How to write about your understanding of corporate culture. This is a corporate culture case I excerpted for you from a relatively simple corporate culture series.

And analysis. It should be enough for you. If it's not enough, leave a message and I'll send you the book.

1. American corporate culture

(1) Characteristics of American corporate culture

American corporate culture emerged in the 1970s and matured in the mid-1980s. The initial practitioners of corporate culture theory were Japanese entrepreneurs, but Americans summarized and established a perfect corporate culture theory. For more than 100 years, the United States has been the leader in business management in the Western world. Taylor's development of scientific management, behavioral science and management science has brought huge wealth to the United States. However, the setbacks in the 1970s and the advanced management model adopted by Japan enabled Japan to surpass the United States in many economic fields. As American scholars study the secrets of Japan's success and their own management research, they have changed the past management behavior of Americans to a great extent and become a far-reaching management revolution.

Since the 1950s, the development trend of American business management has been rigorous, quantitative and hard scientific. In terms of management technology, it tends to focus on the company’s strategic plans, organizational structures, systems and other management hardware. In management Pay attention to social contracting, legalization and rationalization. In this way, in terms of enterprise management software, such as skills, style, personnel, morale, cultural background, etc., there is not enough attention and development. In actual enterprise management, it is considered that planning and technology come first, and enterprise personnel are necessary in production and operations. But not the most important thing.

In the 1980s, when Japan took the lead and surpassed the United States in many economic fields such as automobiles, cameras, optical instruments, home appliances, information, steel, shipbuilding, communications, etc., American business management academic circles came to Japan investigates the secrets of its success. The final conclusion is that business management is not only a science, but more importantly, a culture.

As a result, a management revolution characterized by softened management began in the United States.

The corporate culture revolution in American business management has begun. With the publication of monographs on corporate culture theory, management theory has gradually established the American corporate culture system and is rapidly playing a role in American corporate practice. Judging from the management of some famous companies in the United States, corporate culture has a profound impact on the survival and development of the company itself. Their corporate culture has many similarities, such as: emphasizing people-centeredness and focusing on cultivating employees; respecting customers; Emphasis on product quality and excellent service; encourage invention and creation, and constantly launch new products into the market; leaders lead the company's employees, adhere to the company's values ????and philosophical concepts; have clear corporate goals and codes of conduct, and all employees have *** Fight for it together. Specifically, it is mainly manifested in the following aspects:

1. Emphasize individualism and focus on performance and the development of personal abilities.

The westward expansion movement in American history enabled Americans to inherit the national characteristics of being active and adventurous. At that time, the land in the western United States was fertile, and immigrants with adventurous spirits headed westward one after another in search of a way to get rich. Many years later, , a large number of immigrants entered the United States, but this traditional characteristic has been inherited. Americans obviously believe in individual abilityism and mobility and changeability. Therefore, in the eyes of Americans, people who can make something from scratch are heroes in society. American social culture and social mentality require individuals to fully express themselves in social life. American corporate culture scholars Terrence Dill and Alan Kennedy pointed out that if values ??are the soul of culture, then heroes are the embodiment of these values ??and the concentrated expression of the power of the organization. Among famous American companies, a group of heroic entrepreneurs have been shaped and emerged. Their most common characteristic is that through personal struggle, they achieve the greatest success in their careers and are recognized as heroic role models by the company.

American individualism has led to the emphasis in American culture on practicality, pragmatism and the development of personal abilities. In American philosophy, pragmatism once had an absolute advantage. Whether any invention or discovery can be accepted by Americans depends on whether it can be applied in reality and whether it can produce effects in social life. This pragmatic characteristic is also reflected in the corporate management model and corporate cultural affairs model. Employers in American companies do not use employees' qualifications, education, status, positions, etc. as weights to measure talents. They only focus on employees' performance and individual contributions and performance to the enterprise.

2. Pay attention to personal responsibilities and rights.

American companies mostly encourage employees to cooperate with the company to a better level by motivating their individualism, thereby achieving better results... >>

Question 6: How Writing about the company's corporate culture and corporate spirit, mission, vision, core values ??and related concepts under their guidance is the essence of corporate culture. The most taboo thing about a company's core philosophy is that it is divorced from the reality of the company, has no specificity, and lacks characteristics. To refine the core philosophy of corporate culture that is realistic, you need to start from the following aspects. Third, focus on the future development of the enterprise and figure out “where to go.” Enterprise development is not static, and the refining of cultural core concepts should pay more attention to the future development of the enterprise. By thinking about a series of issues such as changes in the company's external operating environment, adjustments to the company's own business strategies, expectations of corporate employees and external customers for the company, and the current inspiration and guidance for the company from the execution and implementation of strategies, we summarized the company's "Key value drivers" to clarify "what else does the enterprise need?" Only with a clear and profound interpretation of the company's past, present situation and future can it be possible to grasp the core context of corporate culture, thereby summarizing and refining the core cultural concepts that truly fit the actual needs of the company. Hope this helps.

Question 7: How to write corporate culture? This is a big topic, including corporate values, corporate mission, corporate vision, employee vision, etc., customer vision, etc. Then corporate culture must be the standard and criterion of the company, so we must understand it. It depends on the boss's style of doing things and management methods. Don't take what you say on the internet and it's wrong. Our corporate mission is to be a continued leader in the construction industry. Our values ??are responsibility, trust, cooperation, innovation and persistence