Case Study on Corporate Culture Construction Scheme [A Preliminary Study on the Cultural Construction of Small and Medium-sized Enterprises]

Small and medium-sized enterprises are small in scale and have few employees. Therefore, the cultural construction of small and medium-sized enterprises is often ignored by enterprises intentionally or unintentionally. But in fact, establishing a good SME culture will not only have a positive impact on the development of enterprises, but also enhance the comprehensive competitiveness of enterprises to a certain extent, which is beneficial to the development of SMEs.

Keywords small and medium-sized enterprises; Corporate culture; build

First, the definition of corporate culture

The so-called corporate culture refers to the values, beliefs and behaviors that all members of the enterprise abide by together. The construction of corporate culture, regardless of the size of the enterprise, regardless of industry differences, as long as it is an enterprise and a team, is essential. Corporate culture includes three aspects: first, the values of enterprise members are consistent, and only in this way can the company achieve unity and unity; Secondly, the belief of enterprise members is the same, and only in this way can we realize the sincere unity of the whole company and not be afraid of difficulties; Moreover, the behavior of enterprise members must be unified, and only in this way can the company keep pace. Without corporate culture, even a company with only three people will embark on a tortuous development path because of the disunity of ideas. On the contrary, with the escort of corporate culture, even a ten thousand-person enterprise can work with one heart and one mind and forge ahead.

Second, the problems in the cultural construction of SMEs

Small and medium-sized enterprises are small in scale and have few employees. Therefore, the cultural construction of small and medium-sized enterprises is often ignored by enterprises intentionally or unintentionally, which leads to many problems in the cultural construction of small and medium-sized enterprises.

(A) corporate culture as a "propaganda slogan"

Small and medium-sized enterprises are few in number and small in scale, so managers of enterprises often lack management experience. Therefore, many small and medium-sized enterprises often simplify corporate culture as "the slogan of big enterprises hanging on the wall" and understand the cultural construction of small and medium-sized enterprises as writing loud propaganda slogans, without really starting to build their own corporate culture.

(B) corporate culture is understood as "trade union activities."

Some small and medium-sized enterprises often hope to "build corporate culture" by organizing employees to participate in cultural and sports activities similar to trade union activities. In fact, trade union activities are only a microcosm of corporate culture, and understanding corporate culture as "trade union activities" just reflects the strangeness and ignorance of SMEs to corporate culture.

(C) corporate culture is understood as "rules and regulations."

Some small and medium-sized enterprises believe that designing strict, detailed and humanized rules and regulations for enterprises is to build corporate culture. However, rules and regulations still only reflect one aspect of corporate culture. If only humanized rules and regulations are established, the corporate culture is still incomplete, and it is difficult to play a real role in promoting unity and development.

Third, the recommendations for the cultural construction of SMEs

Surabaya county Power Supply Company is a wholesale county-level power supply enterprise managed by Shandong Electric Power Group Corporation, which is a medium-sized state-owned enterprise. The company has 383 employees, including 1 1, 2 secondary institutions and 13 power supply stations. In the process of constructing the group company's "three sets and five majors" system, driven by innovative ideological and political work and influenced by the construction of "five unification" corporate culture, surabaya county Power Supply Company created its own "Surabaya power supply culture", emphasizing the intensive management of people, finance and materials in the company's operation and management process, and integrating the group company's "big planning, big construction, big operation, big overhaul and big marketing system" into one. Under the influence of this unique corporate culture, surabaya county Power Supply Company was awarded as a "first-class county-level power supply enterprise" by State Grid. Group company "advanced county power supply enterprise"; "Lighting Mountains and Rivers" service brand "service brand" in Shandong Province; Jining "Top Ten Service Brands"; Many honorary titles, such as "benchmark unit for comprehensive management with electricity consumption below 600 million", have kept the honorary title of "civilized unit" at the provincial level for 22 consecutive years, and won the first place in surabaya county social management and public service industry for 12 consecutive years. Summarizing the successful experience of surabaya county Power Supply Company, we should pay attention to the following aspects in the cultural construction of SMEs:

(A) to improve SME managers' understanding of "corporate culture"

In China, many small and medium-sized business owners have developed from scratch in the rough sea. Therefore, experience management is the most familiar management method for these managers. But in fact, with the development of enterprises in the market economy environment, experience management has been unable to adapt to the new requirements put forward by the market for enterprises. Therefore, the managers of small and medium-sized enterprises must strengthen their own learning, improve their knowledge and understanding of "enterprise culture" and implement the cultural construction of small and medium-sized enterprises, instead of just writing a few slogans and playing a few games, they should combine enterprise culture with the reality of enterprise management.

(2) Pay attention to the combination of SME culture and enterprise development reality.

The development of small and medium-sized enterprises needs the cooperation of all employees, Qi Xin and Qi Xin. Therefore, the enterprise culture construction of small and medium-sized enterprises must be closely combined with the reality of enterprise development. Corporate culture should be advanced and instructive. With the change and evolution of enterprise development, it is expected to arouse the voice of all employees at any point of enterprise development, unite the employees closely and form a joint force to promote enterprise development.

Emphasize the role of small and medium-sized enterprise culture in promoting enterprise development.

Corporate culture is a summary of the values, beliefs and behaviors of enterprise members, which has a guiding and normative role in the behavior of enterprise employees. Therefore, the corporate culture construction of small and medium-sized enterprises should be combined with the actual development of enterprises, and it should "educate people, guide people and inspire people with corporate culture", give full play to the incentive and encouragement of corporate culture to employees of small and medium-sized enterprises, ensure that corporate culture constantly serves the development of small and medium-sized enterprises, inject fresh blood into the development of small and medium-sized enterprises, and promote their development.

For small and medium-sized enterprises, corporate culture has a very powerful force. Corporate culture construction can not only provide lasting productivity and development impetus for power enterprises like surabaya county Power Supply Company, but also realize mutual support and complementarity between enterprise management and corporate culture when enterprises are in difficulties, which plays an important and irreplaceable positive role in the long-term development of enterprises. Establishing a good SME culture will not only have a positive impact on the development of enterprises, but also enhance the comprehensive competitiveness of enterprises to a certain extent, which is beneficial to the development of SMEs.

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Zhao Lili. On the cultural construction of small and medium-sized enterprises in China [J]. Management vision. the year of 2008

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[3] Korean item. Thoughts on strengthening the cultural construction of small and medium-sized enterprises [J]. News World (Paper Edition) 07, 2008

[4] Zhang Yanli. Research on the Cultural Construction of Small and Medium-sized Enterprises in China [D]. Hubei University of Technology. 2009

About the author:

Yan, political engineer of Jining surabaya county Power Supply Company.

Yan Honglin, graduate student of Shandong University of Science and Technology.