Therefore, the role of deep spiritual culture is the most important and core component of the entire company's corporate culture. The four levels of corporate culture are not simply divided into four

Therefore, the role of deep spiritual culture is the most important and core component of the entire company's corporate culture. The four levels of corporate culture are not simply divided into four parts: surface, shallow, middle and deep. They have their own characteristics and corresponding correlations. Material culture is the most concrete and solid, forming the hard shell of corporate culture; behavioral culture is a shallow activity, constituting the soft shell of corporate culture; institutional culture is the transformation of conceptual forms, becoming the bridge between the hard and soft shells of the enterprise; spiritual Culture is conceptual form and cultural psychology, and is the core of corporate culture.

The role of corporate culture

1. The guiding role. That is to guide the personal goals of enterprise employees to the goals determined by the enterprise. In the fierce market competition, if an enterprise does not have a top-down unified goal, it will be difficult to participate in the market competition and even more difficult to survive and develop in the competition. In general management concepts, in order to achieve set goals, companies need to formulate a series of strategies to guide employees. If there is a suitable corporate culture, employees will subtly accept the same values ??and form a unified A force working in a given direction. Corporate culture is to transform people's ambition and desire for success into specific goals, creeds and codes of conduct under the specific historical environment of the company, forming the spiritual pillar and spiritual motivation of the company's employees, and serving the common goals of the company. Therefore, the essence of establishing an excellent corporate culture is to establish a dynamic mechanism within the enterprise. The establishment of this dynamic mechanism enables employees to understand that the company is working hard for lofty goals. This can not only produce creative strategies, but also enable employees to have the courage to make personal sacrifices to achieve corporate goals.

2. Constraint effect. As an organization, companies often have to formulate many rules and regulations to ensure the normal operation of production. This is of course completely necessary, but even with tens of millions of rules and regulations, it is difficult to regulate the behavior of each employee, and corporate culture It uses an invisible cultural binding force to form a behavioral norm to restrict the behavior of employees to make up for the shortcomings of rules and regulations. It forms a set of beliefs in the deep psychological layers of employees and constructs a response mechanism. As long as an external induction signal occurs, a positive response can be obtained and quickly transformed into expected behavior. This forms an effective "soft constraint", which can weaken the impact of hard constraints on employees' psychology, alleviate the conflict between autonomy psychology and the reality of being governed, and weaken the psychological resistance caused by it, so as to achieve the goals of the enterprise. Unity, harmony and tacit understanding.

3. Cohesion. Culture is a very strong cohesive force. Corporate culture is a kind of adhesive that unites people from all aspects and at all levels around the corporate culture, creating a cohesive and centripetal force for the company, closely connecting the personal thoughts and destiny of employees with the safety of the company, and making They feel that personal work, study, life and other matters are inseparable from the collective enterprise. They regard the enterprise as their most sacred thing and share the joys and sorrows and destiny with the enterprise.

4. Incentive effect. The core of corporate culture is to create a common set of values. An excellent corporate culture is to create a cultural atmosphere in which everyone is valued and respected. A good cultural atmosphere can often create an incentive mechanism so that each member's contribution will be promptly appreciated and rewarded by employees and leaders, thus motivating employees to devote themselves to realizing self-worth and corporate development and keep making progress.

5. Radiation effect. Corporate culture shapes the image of the company. Excellent corporate image is a symbol of corporate success, including two aspects: first, the internal image, which can stimulate the employees' sense of pride, responsibility and admiration for the company; second, the external image, which can reflect the company more deeply. The characteristics and connotation of culture. In addition to having a great impact on the company, corporate image will also have a certain impact on other companies in the region and even at home and abroad. Therefore, corporate culture has a huge radiating effect.

The importance of corporate culture

Corporate culture is the spiritual pillar of an enterprise and the source of motivation that inspires the company to move forward; corporate culture is the core competitiveness and soul that an enterprise cannot take away. It is the most decisive and long-term key factor in corporate competition.

Mr. Yu Guangyuan, a famous economist, pointed out from a strategic perspective: "The prosperity of a country lies in the economy, economic prosperity lies in enterprises, the prosperity of enterprises lies in management, and the quality of management lies in culture." Enterprises have excellent , Advanced corporate culture, the company will automatically improve its work quality and work pursuits, forming a beautiful situation of "doing nothing"; on the contrary, a company lacking an excellent culture is like a company without entrepreneurial passion and understanding. Those with their own advantages will eventually be lost in the market.

Regarding development, third-rate enterprises rely on production, second-rate enterprises rely on marketing, and first-rate enterprises rely on culture. If you want to become a first-class enterprise, it is not enough to just do a good job in production and marketing. If an enterprise wants to achieve new breakthroughs, it must have a good corporate culture. It is precisely because of the pillar and soul role of corporate culture in promoting the realization of corporate development strategies that companies should pay more attention to the research of corporate culture and accelerate the development process of corporate culture.

Expansion: From corporate culture construction to corporate culture management

1. What is corporate culture?

(1) Definition of corporate culture

Corporate culture is formed in the process of solving problems of survival and development. It is considered effective and shared by everyone, and is the most effective. *Basic understandings, beliefs, values ??and rules to be followed and maintained.

A set of shared basic assumptions that an enterprise (group) learns when solving problems of external adaptability and internal integration. Because they work well, they are considered effective. It is therefore taught to new members as the correct way to perceive, think and feel when encountering these problems.

(2) Key points of corporate culture

1. Corporate culture is formed in the process of solving problems of survival and development, so it will always be based on "solving problems". For its own purpose;

2. Corporate culture is recognized as effective and shared by everyone;

3. Corporate culture is followed and consciously maintained by everyone ;

4. Corporate culture is the basic rule of the game to maintain the sustainable development of an enterprise.

2. What is corporate culture construction?

Corporate culture construction refers to the process of forming, shaping, and disseminating concepts related to corporate culture. Emphasis is placed on slogans but not implementation; emphasis is placed on publicity and implementation. The emphasis is on the word "build", which is based on planning and communication studies. It is believed that corporate culture is a kind of planning and communication, and a pan-culture.

The method of building corporate culture is usually (an example of a company):

1. Morning meeting

The morning meeting is to spend a certain amount of time preaching before going to work every day The company's values.

2. Thought summary

Thought summary is to regularly allow employees to compare their own behavior according to the content of corporate culture, and self-evaluate whether they meet the company's requirements and how to improve.

3. Post slogans to promote corporate culture

Write the core concepts of corporate culture into slogans and post them in prominent locations in the company.

4. Establish advanced models

Establish a visual behavioral standard and concept symbol for employees. Through typical employees, they can vividly and concretely understand "what is active work" and "what is it?" Take initiative for work", "What is professionalism", "What is cost concept", "What is high efficiency", thereby improving employee behavior. The above-mentioned behaviors are difficult to describe quantitatively. Only specific images can enable employees to fully understand them.

5. Authoritative preaching

Introducing external authorities to preach is a good way to build corporate culture.

6. Going out to visit and study

Going out to visit and study is also a good way to build corporate culture. This undoubtedly implies to the majority of employees that the requirements put forward by the company management to employees are reasonable. , because others have done this, and we have not done this because we did not work hard enough. We should improve our work and learn from others.

7. Stories

Stories about the company are circulated within the company and will play a role in building corporate culture.

8. Entrepreneurship History Showroom

9. Cultural and Sports Activities

Cultural and sports activities refer to singing, dancing, sports competitions, National Day Party, New Year’s Day Party, etc. Among these, The values ??of corporate culture can be carried out throughout the activities.

10. Introducing new people and introducing new culture

Introducing new employees will inevitably bring about some new culture. The integration of the new culture and the old culture will form another new culture.

11. Carry out mutual evaluation activities

Mutual evaluation activities are for employees to evaluate the working status of their colleagues in public according to the requirements of corporate culture, and also to evaluate how they are doing in public, and their colleagues will evaluate their own performance. How to clarify contradictions, eliminate differences, correct shortcomings, carry forward strengths, and distinguish right from wrong through mutual evaluation activities to achieve the optimization of working conditions.

12. The role model of leaders

In the process of forming corporate culture, the role model of leaders has a great influence.

3. What is corporate culture management?

Corporate culture management refers to the sorting, condensation, deepening and improvement of corporate culture. Emphasis on implementation over slogans, emphasis on execution over selection. The emphasis on "management" is based on management and organizational behavior, and it is believed that corporate culture is a kind of management. Under the guidance of corporate culture, it matches the company's strategy, human resources, production, operation, marketing and other management lines and modules. She covers corporate culture building.

4. What is the difference between corporate culture construction and corporate culture management?

Corporate culture management Corporate culture construction

Management (organizational behavior) communication, planning

Based on sustained value and system value, based on management based on enterprise Cultural planning

Management as the main body Planning as the main body

Efforts should be made both internally and externally to systematically solve the deep-seated management problems of the enterprise, solve the problems behind the problems, and solve the slogans and superficial problems of the enterprise

Focus on the development and improvement of the capabilities of managers and management teams and pay attention to the stratification of corporate culture

Based on the corporate management personality, organize and improve, plan management activities, pay attention to management of external publicity, and plan activities

Emphasis on management and construction

Rebirth of roots and emphasis on publicity and implementation

5. How to move from corporate culture construction to corporate culture management?

Corporate culture management is based on enterprise management and covers the construction of corporate culture. So, how to move from corporate culture construction to corporate culture management?

(1) From planning to system to enhance value

Corporate culture management is not planning, corporate culture itself exists, it solves problems, solves the problems behind the problems, and is a system Increase value.

Example: Improving value creation: Human Resources Department

1. Determine value driving factors

Find out key value driving factors:

Understand the driving creation factors that affect your potential value;

Use the promotion of organizational growth as a motivational goal;

Use cost efficiency to measure transactional services, but not as a measurement indicator to promote organizational development;

Pay attention to how others in your organization view you. Is your value contribution clear to them.

2. Understand value creation from multiple perspectives

Establish a mentality that the human resources department is a tool for organizational change and growth;

Fully understand the company’s business ;

Let people pay more attention to your writing and creation, rather than the transactional activities of control;

Don't be content with the status quo.

3. Develop strategies and measurement standards

Develop personal success standards to help the organization continue to grow;

Design reasonable compensation plans;

Understand the company's strategy;

Don't look at training in a limited way;

Use passion, belief and enthusiasm to communicate with employees through any tool.

4. Structural adjustment centered on speed

Flatten the organization through the network, improve implementation speed, and connect employees, customers, suppliers and business partners;

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Eliminate status symbols in the company and build a sense of community among employees so that employees feel more loved.

(2) From landing to taking root

There are two basic cultural phenomena in the growth and development process of Chinese enterprises: First, the corporate philosophy is very fashionable and advanced, and it is in the sky. However, the behavior of entrepreneurs and employees is on the ground, and corporate cultural concepts and behaviors are seriously deviated, resulting in cultural exhaustion. Second, the natural lack of employees’ psychological contracts leads to high system costs, complex and ineffective management and control of enterprises. The root cause is that the corporate culture has not been truly implemented, let alone deeply rooted. It only stays on fashionable slogans and vocabulary. Corporate culture lacks internal promotion mechanisms and execution systems. At the same time, because Chinese companies have not experienced the long-term baptism of industrial civilization, the degree of professionalization of employees is low, and corporate behavior and employee behavior lack self-discipline mechanisms. The natural lack of psychological contract leads to high transaction costs within the enterprise.

It is to penetrate the corporate culture into the company's system construction, process construction and employee behavioral norms, and to establish the system on the basis of psychological contract, so that employees' behavior is consistent with other laws. To move toward self-discipline, we must not only implement corporate culture, but also take root in the hearts and behaviors of employees, allowing the company to enter the highest realm of organizational management - cultural management.

(3) From construction to management

Since the beginning of the new century, a new wave of corporate culture has begun. However, in the process of promoting corporate culture construction, quite a few units have There is often a phenomenon of "emphasis on ideas" and "ignorance of deep roots", which only focuses on the innovation of corporate concepts, seeking novelty, beauty, and shock, while ignoring the management support behind the concepts, leaving the actual process of corporate reform and development, and leaving the solution. The problem and the problem behind the problem are not ideas, but an empty combination of words and sounds. :

Many companies have started to build and create corporate culture and have achieved some results. However, the construction of corporate culture based on some planning cannot carry out cultural management, let alone follow the company's strategy, human resources, production, operation, Marketing and other management matching.

Every enterprise has its own core values. Core values ??are a kind of "moral" and "performance" standard of the enterprise. Employees use this to form a psychological contract with the enterprise, that is, employees identify with the enterprise's * **Common vision and pursuit, combine personal goals with organizational goals, take the initiative to take responsibility and conduct independent management. At the same time, once culture is integrated into the daily management of an enterprise, culture is also a rational management method. It is a rational choice for the enterprise to achieve utilitarian goals. For example, it strategically stipulates what the enterprise does and does not do; it determines conceptually What does the enterprise promote and what does it oppose? It clearly defines what it pursues and what it abandons in terms of values.

Corporate culture management is a process. It is not just about drafting a program to complete the mission. The program only means the beginning of corporate culture management. Corporate culture management involves the following aspects:

1 ． What are the key elements of corporate culture management? This first depends on entrepreneurs and entrepreneurial groups, because the genes of corporate culture come from entrepreneurs and entrepreneurial groups, then the entrepreneurial team of the enterprise determines the key to corporate culture management. As a senior executive, There are several missions. One is to establish the concept, mission and core values ??of the enterprise. It is necessary to consciously understand and create the core value system of the enterprise. The top management continuously discusses it. This in itself is a corporate culture that is consciously guided and created by entrepreneurs. The second mission to be completed by the top management is strategic system thinking of the enterprise - where is the enterprise headed? After joining TWO, in which direction will the industry upgrade and what is the company's future strategic development direction? What are the core competencies? What are the key business areas? What is the future business operating model? These are issues that especially the senior management of the company need to think clearly about. The third is that senior management must become loyal followers, evangelists, disseminators, inspirers and motivators of corporate culture management. Corporate culture is not discussed by scholars, but by senior executives of companies. By talking about culture and strategy, we force the senior management to constantly think about these issues. If the senior management can explain it clearly to the new employees, it means that the senior management really understands and thinks through it. The entire enterprise is constantly preaching, thus creating an atmosphere.

2. The second element of corporate culture management is the core talents and backbone talents of the enterprise, that is, managers at all levels except the top management must also bear the responsibility of cultural management. But it is different from what the boss and senior management undertake: first, they must jointly participate in the formulation of the corporate vision and core values. The second is to refine experience, summarize lessons, explore methods, establish standards, and drive behavior. The third is to integrate core values ??into system construction and process construction. It is the mid-level managers who really come into contact with employees, so the real promoters of corporate culture are the mid-level managers. Moreover, employees must rely more on the guidance of public opinion and be driven by the atmosphere. Therefore, there must be a strengthening process for employees, a process that reaches the final consciousness through initial coercion.

This requires our companies and corporate culture workers to get out of the misunderstandings of corporate culture construction and move towards corporate culture management.