Please give me your experience in corporate culture.

The "power", "Tao", "method", "skill" and "qi" of corporate culture

1. About the model of corporate culture

Corporate culture is a series of basic values ??and core concepts formed during the growth and development of an enterprise, as well as the organizational behavior and employee behavior affected and restricted by this. Regarding the model of corporate culture, there are many discussions and practices at home and abroad.

1. Foreign corporate culture models

(1) "Denison Corporate Culture Model" by American scholar Denison. It divides corporate culture into four dimensions: vision and goals, adaptability, consistency, and employee participation. The two dimensions of resilience and vision and purpose are the extent to which the organization is externally focused. The two dimensions of consistency and employee engagement reflect the extent to which an organization focuses internally. The two dimensions of adaptability and employee participation reflect the flexibility of the organization. The two dimensions of vision and goals and consistency require the organization to have relative stability. Denison also refined the components of each dimension.

(2) Geert Hofstede’s (Hofstede) organizational culture model. Hofstede (1990) believes that values ??and practice (practice) are two parts that together constitute organizational culture. Values ??are the core and practice can be divided into symbols, heroes and rituals

(3)Four-element model. Aaron Kennedy and Terrence Deere decomposed the performance of corporate culture into four specific components, namely values, heroes, rituals and celebrations, and cultural networks. The company's unique "advantage" is created through the formation of values, the creation of heroes, the establishment of etiquette and the recognition of cultural networks to cultivate its characteristics. The four-element theory has thus become a widely accepted view of cultural elements in Western corporate culture theory.

(4) Schein’s three-layer theory. Edgar.H.Schein, a professor at the Massachusetts Institute of Technology in the United States, divides organizational culture into three levels:

(1) Surface level, which refers to the obvious quality and physical characteristics of the organization ( Such as visible features such as buildings, documents, slogans, etc.);

(2) Should layer, which is below the surface, mainly refers to values;

(3) Sudden layer, located at the innermost level , is the practical way an organization deals with the environment.

2. Domestic corporate culture models

Domestic research on corporate culture started relatively late, but so far several relatively mature models have been formed. The most famous among them are the three-level model, the CIS model and the three-level model of Renda Strategy.

(1) Three-level model. Represented by Haier Group, the most superficial layer is material culture, that is, products, service quality, logos, etc.; the middle layer is institutional behavioral culture; and the core layer is values, that is, spiritual culture. The spiritual and cultural content can be further subdivided. For example, Haier takes innovation as its value and has built an advanced spiritual culture, including Haier philosophy, Haier spirit, Haier style and Haier goals; spiritual culture determines institutional behavioral culture, institutional behavior reflects spiritual culture, institutional behavioral culture determines material culture, and material culture It is the external manifestation of spiritual culture and institutional culture.

(2)CIS mode. From the three levels of the company's concept identification system, behavior identification system and visual identification system, we systematically integrate corporate image building and corporate culture construction. According to the needs of my country's market economy and enterprise development, many companies have also seen a trend of upgrading the CIS marketing strategy to a corporate culture strategy.

(3) Renda Strategy’s strategically oriented corporate culture has three levels. The first level is the strategic level, such as mission, vision and purpose; the second level is the strategic level, such as core values ??and Enterprise spirit; the third level is the executive level, such as business philosophy, management philosophy and other principle regulations related to enterprise operations.

(4)Other modes. The "one book, three contents" model proposed by the Beijing Corporate Culture Construction Association as a representative. The "Customer Satisfaction Project" (i.e. CS, Customer Satisfaction Strategy) construction model represented by Shanghai Baosteel Group, and the "three-dimensional" construction model represented by Shandong Huangtai Thermal Power Plant, etc.

3. Comments on domestic and foreign models

It can be seen from the above that there is no unified understanding of the classification of domestic and foreign corporate culture models, and the understanding of the connotation of the constituent elements is also inconsistent.

The most controversial aspect in practice is the division and application of spiritual components such as values, concepts, vision, mission, and philosophy.

From the perspective of the practice of corporate culture, corporate culture should solve the following problems of the enterprise.

The first is the issue of the direction of enterprise development;

The second is the issue of how enterprises achieve their goals under the established direction, that is, the issue of methodology;

The third is the issue of system construction under established principles and methods;

The fourth is institutional Refined implementation issues, that is, normative issues at the operational level;

The fifth is the issue of external manifestations of corporate culture, that is, issues such as employee quality, product characteristics, etc.

Use Chinese traditional culture to In summary, it can be summarized into five aspects:

"Position", "Tao", "Dharma", "Technology" and "Qi"

2. "Corporate Culture" The "trend" of corporate culture refers to the development trend of the enterprise and is the general trend. To determine the development direction of an enterprise, the enterprise must be analyzed as a member of the system environment. Every enterprise is affected by the external economic, political, market, legal and social environment, and is also restricted by the psychological factors, knowledge structure, experience and practice of internal employees at all levels. The external environment is complex, and internal factors are extremely difficult to agree on. However, the development requirements of an enterprise must ensure that the enterprise develops in one direction. Therefore, determining the direction of enterprise development must be based on a systematic analysis of the internal and external environment of the enterprise. The basic judgment that is recognized by most people within the company is the core values ??of the company.

Some people believe that values ??are the basic judgments or assumptions about the value, importance, quality, priority, etc. of a certain thing or phenomenon. From the perspective of enterprise operations, judgments on all aspects of an enterprise always have prerequisites, or are always judged with a purpose. That is, the judgment of an enterprise already implies the choice of the direction of the enterprise, and is not a judgment for the sake of judgment. For example, "Lei Feng is a good person" already implies the orientation of "learning from Comrade Lei Feng". Instead of classifying "Lei Feng is a good person" as a judgment, "Learning from Comrade Lei Feng" is classified as an idea or pursuit. Second, should be regarded as an indivisible unified whole.

The core values ??of the enterprise determine the basic development direction of the enterprise, and the degree it should achieve under the established direction, that is, the vision of the enterprise can be classified as the continuation of "potential", which is the continuation of the enterprise managers' view on this The desire for the direction of the enterprise will be driven by the momentum. In addition, the mission and purpose of the enterprise are also components of the "potential" of the corporate culture, which are concluded after analyzing the internal and external environment of the enterprise. However, there are synonymous repetitions or synonyms between them. There is a certain crossover in connotation.

3. The “Tao” of corporate culture

“Tao” is an important category of ancient Chinese philosophy. The "Tao" mentioned by Laozi is the origin and universal law of the universe. Laozi pointed out that "Tao is the secret of all things", which means that Tao is the law of movement of all things. The "Tao" mentioned by Confucius is the "Golden Mean" and a method. It can be seen that "Tao" is the most basic principle, principle or law for dealing with the relationship between things. It is an abstract method and a methodology for solving contradictions in the development of things. It has two characteristics, one is abstraction, and the other is guidance.

After corporate culture determines the basic direction of corporate development, that is, "potential", the next step is to solve the problem of how to do it under the established direction and goals, that is, what should be done to achieve the vision, mission, and purpose basic methodological issues. The "Tao" of an enterprise should include its business philosophy or business philosophy. Business philosophy and business philosophy can be regarded as meanings at the same level. They are not specific methods to deal with specific problems, but an abstracted basic principle for dealing with problems, which is of great significance to solving problems of corporate survival, competition and development. Guiyou's business philosophy of "the harmony of virtue and virtue, the harmony of virtue and wisdom, the harmony of justice and benefit, the harmony of governance and chaos, and the harmony of destruction and establishment" fully embody the abstract and guiding nature of "Tao" in dealing with enterprise development issues.

4. The "law" of corporate culture

The "law" mentioned here is the law of "Legalism". Legalism advocates "the rule of law" and emphasizes heteronomy. An organizational goal cannot be achieved solely by the conscious practice of "benevolence", "propriety" and "morality" by organizational members. Instead, rules and regulations containing warnings, punishments and rewards must be formulated to restrain people with systems and motivate them with efficiency. , using material things to motivate people.

Systems are a key link for corporate culture to take root, and are the concrete implementation of corporate business direction and operating principles. On the one hand, it is a reflection of the "power" and "Tao" at the spiritual level of corporate culture. On the other hand, the established "law" constitutes the internal rigid environment of the enterprise and belongs to the material category. It directly determines the thinking and values ??of organizational members. Judgment and even the value orientation of the enterprise. Therefore, "power", "Tao" and "Dharma" need to be constantly adjusted to achieve the best combination.

The "law" of corporate culture stipulates the basic system of the enterprise, including the three major modules of governance system, corporate organization structure, and corporate management system. The three major modules are the guarantee for the sustainable operation of the enterprise.

5. The "skill" of corporate culture

"Skill" is a strategy and method. It is the flexible application of strategies within the framework of "law". Both "method" and "technique" are important tools for organizational management, but they have different focuses. "Fa" pays more attention to making "surface" regulations, which are universal; while "shu" pays more attention to "points", that is, specific links. "Dharma" is a rigid constraint, while "skill" is infinitely changeable and flexible. It is precisely because of the flexible characteristics of "shu" that it is given the meaning of "art", such as leadership art, management art, etc. The role of "skill" in organizations often exceeds that of "law", and "law" is regarded as the final guarantee of "skill". "The great things that are controlled by people are not rules and techniques" ("Han Feizi·Nan San") also points out the role of flexible application of "techniques" in management.

Since the "skill" in corporate culture is the application of specific strategies within the framework of "law", it should include two levels of content. One is the leadership art or management art advocated in the enterprise. ; The second is the work process, work specifications, code of conduct, etc. at the operational level.

6. The "Qi" of corporate culture

The traditional Chinese "Qi" mostly refers to the external appearance of things, people's mental state and the feelings of the environment. As Mencius said: "The husband's will is the handsomeness of Qi; Qi is the filling of the body" ("Mencius Gongsun Chou"). Mencius' "awe-inspiring spirit" is actually the radiance of "beauty" radiated when "goodness" reaches its extreme state, and it is also the external appearance of things. The "Qi" of corporate culture is the external manifestation of the internal laws of things and a comprehensive reflection of the "power", "Tao", "Dharma" and "Technology" of the enterprise.

The "qi" in corporate culture includes the characteristics of products and services, employee behavioral styles, and the company's identity system that are displayed during the operation of the company. It is the corporate spirit or temperament that can be directly perceived through vision. The "qi" in an enterprise is similar to the visual identification system in the CIS model, but it is not entirely the same. The former also includes the behavioral style and mental outlook of employees in the enterprise, while the latter focuses on visual identification at the material level