What is the standardization of enterprise culture construction management?

What is corporate culture? It is an indispensable part of enterprises, an effective tool for enterprises to implement efficient management, and an inevitable result of standardization of enterprise management. If we analyze the standardized management of enterprises, we can directly say that it is the sum of the way of doing things and thinking based on the unique values of enterprises, and it is formed by the comprehensive implementation of standardized management by enterprises. It plays a vital role in enterprise management and is the most effective way and means for enterprises to achieve management goals. It is a special enterprise resource and cannot be transferred through continuous efforts. It is consistent with the core competitiveness of enterprises in connotation. Because, without the long-term efforts of the enterprise organization itself, the enterprise culture that the enterprise organization needs to promote and promote the development of the enterprise cannot grow out of thin air. As the saying goes, there are no fish under the river. The fish of corporate culture cannot be bought in the market, nor can it be bought with money. You can only feed and build it yourself. It is said that enterprise culture is the gene and soul of enterprise organization, which is not a far-fetched exaggeration of enterprise culture, but the inherent position and function of enterprise culture in the five elements of enterprise. The difference between an enterprise and other enterprises or socio-economic organizations lies not in the different products produced and operated by the industry, nor in the fact that its personnel are different individuals, let alone in the different geographical areas, but in its different ways and habits from other enterprises or socio-economic organizations, as well as the differences in values and ways of thinking behind these different ways and habits. This is the corporate culture. This difference is not only the essential feature that distinguishes an enterprise from other enterprises, but also the main content that directly constitutes the core competitiveness of an enterprise. In the fierce market competition, an enterprise can obtain and maintain its competitive advantage in the market for a long time, not by a special technology, a talent, a social force or a material resource, but by a corporate culture that cannot be sold, imitated, stolen or occasionally obtained, and has a sustained and stable effect. A special technology, a few special talents, a social force, and several monopoly resources may make enterprises achieve glory in a certain period, but they cannot continue and maintain this glory. Glory that depends on what can be transferred and changed hands will end when it is transferred and abandoned. However, as long as the corporate culture that cannot be transferred and changed hands is consistent with the internal and external reality of the enterprise, it can also ensure that the glory of the enterprise will last for a long time. Corporate culture cannot exist without the other four components of the enterprise. As a special part of an enterprise, corporate culture has completely different characteristics from the other four parts of the enterprise, and it cannot exist independently without the other four parts of the enterprise. In any enterprise, it is impossible to find an independent corporate culture, that is, it is just a corporate culture, not something else. Even the literary and artistic activities organized within the enterprise are the same. As a corporate culture activity, they are also a special form of internal communication and exchange activities organized by enterprises. Otherwise, it can't be a cultural activity of corporate culture, but it can only be a "blockbuster" that can be bought in a stall and enjoyed in a DVD player. Corporate culture is really like biological genes. Compared with living things, it is everywhere. In the other four components of an enterprise-target system, organizational structure, work role and business process, there are corresponding provisions of corporate culture everywhere, and it is impossible to completely get rid of the internal coding influence of corporate culture in its connotation. In other words, corporate culture exists and manifests itself through four components: target system, organizational structure, post role and business process, but they are not corporate culture itself. Moreover, if there is no complete corporate culture standard, it is difficult to effectively integrate the other four components of the enterprise, although there is a certain causal logic relationship between these components. Because, if there is no corporate culture, the logical relationship between the target system, organizational structure, work roles and business processes will be like a power outage in a city, which may cause the city to fall into chaos. Corporate culture can also have its own relatively independent form of existence, including corporate purpose, image logo, factory emblem, factory song, factory flag and corresponding slogan. However, they are a kind of restriction or expression of the other four components of an enterprise in specific aspects and forms. Written on paper and hung on the wall, all we can see are pieces of paper and metal blocks. If the cultural concepts pressed on pieces of paper and metal blocks can't be constrained or expressed as the internal norms and constraints of the other four components of the enterprise, then any cultural form can't constitute the cultural form of this unique enterprise, but just put a meaningless label and patch outside the corresponding enterprise components. The specific content of enterprise culture construction management Any enterprise, as long as it lasts for a certain period of time and has a certain history, will also form its unique enterprise culture. In other words, corporate culture does not have to be consciously designed and constructed, so that it can be formed and developed. It may be formed by members of enterprise organizations filling their ideas, ways of doing things and thinking procedures into the four components of enterprise target system, organizational structure, post roles and business processes through their brains, mouths and hands, and then unconsciously settling down. However, this unconscious corporate culture does not necessarily guarantee that it is the kind of corporate culture that enterprise organizations very much hope to get. The enterprise culture that enterprise organizations need should not only play the role of coordinating actions and unifying the pace, but also inject vitality into the existence and development of enterprise organizations, so that enterprise organizations can live a long and healthy life. In other words, it is a strong corporate culture that splits and corrodes enterprise organizations, hinders enterprise development and stifles enterprise vitality, not viruses, bacteria and cancer. Therefore, in order to ensure its healthy and stable development, no enterprise organization can allow its corporate culture to form naturally and develop and change freely, just like a tree planted on the roadside, it cannot grow naturally, so it must be managed. To build corporate culture independently, we must also manage and standardize the activities in the process of corporate culture construction. Its purpose is twofold: 1, to ensure that the corporate culture of the enterprise organization can develop into a strong corporate culture, that is, a corporate culture that can promote and promote the development of the enterprise. 2. Ensure that the process of corporate culture construction is fully effective. In the process of enterprise organization development, when the enterprise culture is needed to provide impetus and promotion, we can design and build a strong enterprise culture in time and effectively, instead of injecting healthy and long-lived genes into the enterprise organization after it has become a skeleton. This also requires the independent operation and control of enterprise culture construction, and the selection, design and construction of enterprise culture according to the specific goals of enterprise development. Then, the enterprise culture of independent selection, design and construction is used to manage the ideology, way of doing things and way of thinking of the enterprise organization, so as to coordinate the internal relations among the other four components of the enterprise, coordinate and integrate the operation of the enterprise organization and improve the efficiency and benefit of the operation of the enterprise organization. The standardization of enterprise culture construction management mainly includes four aspects: 1, the choice and design of enterprise culture mode. That is to say, by selecting and determining the connotation and nature requirements of values and the core elements of corporate culture, we choose the nature of corporate culture to be designed and built, and draw a blueprint to determine the target model of corporate culture to be built. 2. Analyze the elements of corporate culture, and establish the standard requirements of design and construction to ensure that the design and construction process of corporate culture elements is standardized and effective. 3. Analyze the corporate culture and the other four components of the enterprise-target system, organizational structure, work roles and business processes, and establish their integration standards, so that the corporate culture can maximize its management effectiveness and truly develop into the core competitiveness of the enterprise. 4. Analyze three relatively independent modules of corporate culture, and establish their design, construction and management standards, so as to steadily promote the step-by-step implementation and development of corporate culture construction.