How to improve enterprise cohesion by building enterprise culture

First of all, the new era needs a new corporate culture.

Since the 2 1 century, the industry changes have intensified, the enterprise system has changed to the company system and the group system, and the market-oriented and modern enterprise management mechanism has been gradually introduced into enterprises. Regional local protection has also been gradually broken, breaking through the market restrictions of the original regions and provinces. Although it is still under the state monopoly supervision, the national market structure has basically taken shape; Faced with the pressure of market competition, bankruptcy, merger and reorganization in the industry have come one after another; Most industries in China have entered a new period of transformation, integration, innovation and development to adapt to the changes in China's economic environment and actively participate in the national market competition. The original corporate culture and management model are facing irresistible challenges in the new era. There are also many brands in China, such as Zhonghua, Furong Wang, Liqun, Baisha, Yellow Crane Tower, Jinye, etc., which have made positive innovations in products, brands and market operations and achieved good social and economic benefits. However, it is undeniable that compared with the rapid growth of enterprises, some enterprises are still lagging behind in cultural construction, and the inertia of the original corporate culture is still dominant, which makes it difficult to meet the dual requirements of adapting to external market competition and reflecting the needs of employees' modern values. In the new era, how to create a corporate culture that adapts to the development characteristics of the new era is a problem that enterprises should pay attention to, which is the fundamental place for enterprises to improve their core competitiveness and the source of their sustainable development.

Second, corporate culture suggests not to use metaphysics to fool people.

In recent years, many enterprises have paid more and more attention to culture and cultural construction. They are convinced of the significance of the integration of internal resources in the process of enterprise restructuring, and have high hopes for the guiding role of culture in the development of enterprises in the new era. Many enterprise decision makers insist on corporate culture and strive to build it. They have compiled a beautiful and complete corporate culture handbook and designed a beautiful and standardized enterprise identification system. After extensive publicity and implementation, they found that employees did not really understand and agree with the new corporate culture, and they could not put the core values of the enterprise into concrete actions. A truly effective corporate culture is not an illusory mystery, an empty education, or a slogan that is not widely publicized. But should be able to really fall to the ground, and find the sound of * * * between passionate words and practical actions. Although culture has far-reaching significance and can be profound, if you want to generate endless motivation, you must be able to implement it, so that all employees can really feel it and experience it personally, so that you can unite as one, act in unison, and produce centripetal force and cohesion, otherwise it will be a bit deceptive.

Third, the construction of corporate culture should give consideration to both form and reality, and should be clearly implemented.

In order to achieve remarkable results in corporate culture construction, so that employees can identify with it and turn it into conscious behavior, we must organically link the deep concept of corporate culture with the middle structure of corporate culture. This is a well-founded and operable corporate culture construction system which is guided by corporate values, embodied by material foundation, integrated with cultural propaganda, corporate system and behavioral norms, and can meet the basic human needs of employees. In this system, at least the following aspects should be clearly implemented:

The propaganda and implementation of corporate culture should be changed from the original political and ideological education to the concept guidance to adapt to market competition.

With the vast majority of enterprises in China gradually participating in market competition, the most fundamental purpose is to survive, develop and grow in the market. The necessary growth of enterprises is centered on meeting market demand and pursuing reasonable economic interests. As the employees of most enterprises are inevitably impacted by China's market economy, they should constantly change their ideas and enhance their competitiveness. They need to have a sense of crisis and adapt to the basic criteria of survival of the fittest in the market. If they keep thinking of an iron rice bowl and never starve to death, they will soon have no food to eat. The original enterprise education of most enterprises is mainly based on political and ideological education, and to some extent, it is a sermon centered on adapting to the political work of the country or enterprises. The corporate culture thus formed does not conform to the development law of market economy and enterprises as economic entities in essence. Since the enterprise is pushed to the market, it is up to the market to decide. In the construction and implementation of corporate culture, we should actively carry out guidance work around how to adapt to the changes of values oriented by market competition.

Establishing a clear, stable and relatively fair salary and welfare system is the basic material foundation of corporate culture construction.

Without people-oriented, there is no corporate culture construction. People-oriented is the employees of enterprises, who are the main body of corporate culture construction. Rationally speaking, the most basic relationship between employees and enterprises is labor relations.

It is the most basic and primitive human demand for employees to pay intellectual or physical labor, get corresponding remuneration from enterprises and meet their own needs. A clear, stable and relatively fair salary and welfare system will give employees a sense of security and dependence, which is the basic premise for employees to work with peace of mind and the basic material guarantee for corporate culture construction. Otherwise, it is of little value to talk about corporate culture in the face of an employee who can't even guarantee basic satisfaction with his income. The vast majority of enterprises in China have a good tradition of state-owned enterprises in this respect, but many enterprises gradually change and give up with the transformation in the new period, and there are many contradictions within enterprises, which deserve great attention.

Reasonable and standardized institutionalized management is the basic behavior guarantee of corporate culture construction.

The core of corporate culture construction in China is people-oriented, and its connotation is based on respecting the employees of the company. However, it does not show full respect for each individual, but pays attention to the values and behavioral norms that most people abide by. As human beings, everyone has human weaknesses, such as selfishness, laziness and egoism. A thousand people may have a thousand views on the same thing, so it is far from enough to rely on ideas to guide the construction of corporate culture. It is indeed easier said than done. It is necessary to constantly strengthen the people-oriented management concept among employees at all levels, and at the same time use a reasonable and standardized system to clearly and deeply implement the people-oriented cultural concept in the basic management of enterprises. The concept of flexibility needs a rigid system as a guarantee, thus clearly telling employees what they can't do, which is opposed by enterprises. The function of the system itself is a constraint. It can make employees reach a basic bottom line of enterprise's requirements for employees. Through continuous efforts, they can overcome and change the human weakness of a few people and protect them. As the vast majority of enterprises in the new era, in the process of difficult transformation from the repressed corporate culture of state-owned planned economy accumulated for many years to a new corporate culture with modern market economy and corporate governance as the core, they vigorously carry out reasonable and standardized institutionalized management, and fundamentally change the kind of "you go your own way, you can't do it, you can't do it, you can't do it, you can't do it, you can't do it well, you can't do it well, you can't do it well.

Systematic and professional human resource management is the core of enterprise culture construction.

A good enterprise is an iron camp, a mobile soldier, the so-called' iron camp'? Corporate culture is a kind of cultural concept and spiritual achievement formed in the process of business management, influenced by external competitive environment, certain social and cultural background and ideology, and cultivated through long-term efforts, which urges all employees of the enterprise to gradually form internal attitudes, ideology, life values, ideological realm and mutual understanding. The construction of corporate culture is the continuous construction of people and a long-term persistent effort and accumulation process. This requires systematic and professional human resource management as a support, and employees are constantly introduced, revised and trained from ideas to actions from six aspects: guidance, cohesion, encouragement, restraint, radiation and stability, and employees are molded through the constant guidance of the same values, so that employees can subtly accept corporate culture. Systematic and professional human resource management is continuous and stable, and it will play a positive guiding role in employees' minds from the first day they enter the enterprise, which is the core of corporate culture construction.

The idea advocated by enterprises should not be big and empty, but should be clearly implemented at two or three points.

Nowadays, many enterprises realize the importance of corporate culture construction, and think that corporate culture is all-encompassing and ubiquitous, and every corner of enterprise management should advocate culture, which leads to corporate culture being big and complete, big and empty, abstract and divorced from reality, resulting in nothing, that is, no corporate culture. In the process of corporate culture construction, we must highlight the key points and highlights and clearly implement them at two or three points. We should focus on the implementation and details of the main points and act at all times. When we do what we say, we will realize the change from quantitative change to qualitative change. During Tang Jun's work at Microsoft, Microsoft conducted an employee satisfaction survey of employees around the world through a third-party consulting company. The Microsoft Global Technology Center and Microsoft China Company led by Tang became the first branch of Microsoft's global employee satisfaction, thus becoming the only one in Microsoft history to win Bill twice; President Gates Award for Outstanding Employees. When asked about Tang Jun, Tang Jun said: In fact, I only concentrated on one thing, which is to impress my employees.

Fourth, it is clear that the real corporate culture is implemented.

Corporate culture is the core competitiveness of enterprises and the source of sustainable development. It should be difficult to learn, run and disperse. Just like a person's characteristics, it can't be copied. It is a person's personality and must have distinctive characteristics, but it is not only oral or written, but accumulated in many practical actions, which makes people discouraged and unattainable. For example, Li Yunlong in Liang Jian, a typical Chinese farmer, has no culture. He only has simple words and practical actions to fulfill his brave spirit, bring out a strong and capable teacher, and make a lamentable record. YiWen Zhao, who graduated from yenching university, had to say: I may be able to bring out a disciplined army, but I can't bring out an army that can fight like an independent regiment. In 2006, "Sword Spirit" aroused strong repercussions in all walks of life in China. We have to sigh the power of culture and reflect on what is the real corporate culture.