Corporate culture management is a management method applied in enterprises

Corporate culture management is essentially the management of corporate personality. Corporate culture is essentially the business consciousness and organizational cultural connotation of an economic organization. Years of research have found that different cultural characteristics of an enterprise have a great impact on organizational performance, especially long-term performance. Therefore, the concept of corporate culture came into being. Obviously, the concept of corporate culture comes from the perspective of management, but we have some experts’ mysticism, formalism, etc. that cover up its management essence.

To understand what corporate culture management is, we must start with the difference between corporate culture management and corporate culture construction.

Due to the influence of pan-culture and formalism, many Chinese companies have long been keen on the "face" work of corporate culture. In addition, Chinese management academic circles have not really paid attention to empirical research on cultural management with organizational change as the core. As a result, many companies confuse corporate culture management with corporate culture construction, which has brought great obstacles to the effective management of corporate culture. From 2005 to 2007, we conducted a nationwide survey on the actual implementation of corporate culture. The results showed that less than a quarter of employees in companies can often use the management concepts of corporate culture to guide them in their daily work. and standardize their own behavior. Most employees of companies believe that "they are so busy at work that they don't care about cultural matters at all and just listen to their leaders." The cultural work of some companies still means "doing the formalities seriously and going through the motions in a down-to-earth manner." " has brought great confusion to enterprises and corporate culture workers:

Corporate culture has been printed in hardcover and posted on the wall. We have also organized studies and exams, but why do people still learn it? Is it learning, doing, or doing? How to make corporate culture truly penetrate into all aspects of corporate operation and management?

Why do bosses always treat corporate culture as "important in words, secondary in practice, and unnecessary in busy times"?

We write materials, hold activities, publish articles all day long, and even won a corporate culture award. Why do other functional departments still say that we are fake? How to reflect the work value of corporate culture departments and workers?

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In order for corporate culture to truly bring real value to the enterprise, it is necessary to clearly use "corporate culture management" to cover and replace "corporate culture construction". It can be said that the inevitable direction for the development of Chinese corporate culture is to shift from paying attention to the general performance and implementation of corporate culture to the in-depth implantation of cultural changes, and ultimately to achieve the continuous improvement of corporate value.

Here, we analyze the differences between "corporate culture construction" and "corporate culture management" in three aspects: focus, process and method, and value of results, to clarify the concepts of the two, and thus interpret this The need to move from construction to management.

◆ What is management? Why management? How to manage corporate culture?

◆ Outline - 7C Corporate Culture Measurement Process and Methods

◆ Everyone does their part - 7C Corporate Culture Responsibility Methods and Tools

◆ Be honest with yourself and transform people — 7C corporate culture training methods and tools

◆ Faster pace — 7C corporate culture motivation methods and tools

◆ Seeking benevolence will lead to benevolence—7C corporate culture assessment process and method motivation< /p>

1. Cultivating scriptures in prosperous times: taking advantage of the good business performance to write a merit book

2. Arty: "If others have a corporate culture, we must also have it."

3. Completion of tasks: In order to complete the tasks assigned by superiors.

4. Organize concepts: I already have the basic words and structure of corporate culture concepts and want to integrate them.

5. Unified image: Unify logo and brand, or unify etiquette standards.

Methods

1. Morning meetings, evening meetings, and summary meetings

It is to use a certain amount of time to preach the company's values ??before going to work and before getting off work every day. Summary meetings are monthly, quarterly, annual department and company-wide regular meetings. These meetings should be fixed and become part of the company's system and corporate culture.

2. Thought summary

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

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

It establishes 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 proactive 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 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. Enterprise Entrepreneurship and Development History Showroom

Displays all items related to enterprise development.

9. Cultural and sports activities

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

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 their own performance in public, and have their colleagues evaluate their 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.

13. Establishing corporate newspapers and periodicals

Corporate newspapers and periodicals are an important part of corporate culture construction and an important carrier of corporate culture. Corporate newspapers and periodicals are the window to promote the company to all the public and customers related to the company, both inside and outside the company.

Managers promote cultural management from the perspective of corporate survival and development. The main motivations are:

1. Strategic transformation and change needs: major changes have occurred in the external environment and within the enterprise, and the original management understanding and belief system can no longer support the new strategic transformation. The organization and members must Conduct in-depth changes in overall thinking and behavior;

2. Find core strength: Enterprises have accumulated a lot of unique management cognition, which must be sorted and refined to form the core understanding of the enterprise and guide all organizational behaviors of the enterprise;< /p>

3. Systematic problem solving: For some management problems of the enterprise, it is necessary to understand the essence of the problem and carry out systematic solutions in a targeted manner;

4. Cultural inheritance and clarity: solve the problems faced by the rapid growth of the enterprise. It has brought about the problem of dilution and alienation of excellent cultural traditions.

5. Cultural improvement: We have carried out corporate culture construction, but we always feel that it is not integrated enough with management and has little value. We need to re-examine the core of corporate culture and go deep into corporate management behaviors. Elevate cultural construction to cultural management.

The research methods are different

Corporate culture construction:

1) Generally centered around the topic of "What should the written expression of corporate culture be?"

2) It does not involve deep-level management issues of the enterprise.

3) Research generally focuses on the preferences of corporate executives and focuses on the recognition of written and linguistic expressions.

4) There is no comparative analysis of the cultural differences between the overall culture and subgroup culture, or between subcultures.

5) It does not involve the matching of management and culture, nor the issues of organizational climate and employee engagement.

Corporate culture management:

1) Focus on positioning the topic of "what is our organization, why and how to do it".

2) Start directly from management, peel off the cocoon layer by layer from the outside to the inside, and find the foundation and core of the enterprise.

3) Pay more attention to the specific implementation of various cultural initiatives in the enterprise.

4) Emphasis on the match between culture and strategy, organizational processes, human resources, brand beliefs, etc., and fully examine the team atmosphere of the company and its internal groups, as well as leadership competency.

5) Face corporate problems head-on and explore “QBQ” (the questions behind the problems).

6) Fully understand the deep-seated expectations of corporate employees, and analyze the differences and implications between expectations and reality.

7) Comprehensively grasp the trends, trends and key points of organizational change or improvement, and provide strong support for future strategic transformation, cultural positioning and system changes. Corporate culture construction: Since it has not truly penetrated into the body of the enterprise, the corporate culture will become more and more ineffective the more it is built, and the more it is built, the further away from management it becomes. Although the corporate culture department plays the leading role in culture, it is basically outside the corporate management functions and is difficult to win the favor of the company's management. In order to show off their work performance, the cultural leaders of some companies often desperately buy national corporate culture construction awards at the end of the year, which in turn makes other departments of the company look down upon the value of the corporate culture department.

Corporate culture management: Starting directly from the core of management, the leadership team and management team will lead and practice it (not just focus on it), closely adhere to the core value driving elements, and strive to improve the organizational status from both the organization and individuals. . Due to corporate culture management, enterprises receive high-value returns such as improved manager quality, increased retention rate of core employees, enhanced brand value, and maintenance of competitive advantages. Although the corporate culture management department and workers are only planners, organizers, counselors and supervisors, since they directly promote organizational change, corporate culture management work will win great attention from the company and become a functional agency of corporate management. Even if there is no specialized organization, the value of corporate culture workers will be fully reflected. 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 For 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 and mission of the enterprise. And core values, we must consciously understand and create the core value system of the enterprise, and high-level discussions are ongoing. This in itself is a corporate culture that is consciously guided and created by entrepreneurs. The second mission that the top management must complete is the strategic system thinking of the enterprise - where is the enterprise headed? After joining TWO, in which direction will the industry be upgraded? What is the future strategic development direction of the enterprise? What are its core capabilities? Key business areas What is it? What is the future business operation model? These issues, especially those at the top of the enterprise, need to be thought about clearly. 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 has figured it out. The whole enterprise is constantly preaching, thus forming 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. Differences in scope

Corporate culture construction: mainly involves cultural tradition, cultural reality (CI terminology), cultural planning and design, cultural system, cultural concepts, entrepreneurial spirit, behavioral norms, cultural development outline, cultural indoctrination, cultural Communication, cultural identity, and cultural implementation.

Whether it is the initial corporate art, corporate text and corporate literature, or more advanced cultural planning, cultural collection, cultural refining, cultural seminars, cultural systematization, cultural publicity, cultural implementation, etc., corporate culture construction basically has its own process. These routines continue the basic ideas of corporate image identification system (CIS) planning, and draw on and adopt some models of ideological and political construction. Therefore, the language used in corporate culture construction is generally relatively vague, and the language used in management is sparse.

Corporate culture management: Corporate culture management involves all levels of management, not only related to the functional sequences such as strategy, organization, human resources, processes, marketing, etc., but also related to the top decision-making level of the enterprise and the lower levels. From the hierarchical aspect of the management of ordinary employees, it also involves the geographical sequence aspect and industrial sequence aspect of the company's various branches, etc. It is not only necessary to look at the overall identity and unity, but also to examine the complexity of each sequence aspect. and differences, and assist each sequence to improve its own value through effective guidance, thereby achieving a coordinated improvement of the overall value.

Differences in depth

Corporate culture construction: Corporate culture construction has almost no depth in the exploration of corporate management. It usually involves cultural collections, brainstorming sessions on cultural concept terms, or some speeches, etc. Even if the cultural activities are good, the more in-depth corporate culture construction also talks about "culture must be in the brain and the heart", and has held a series of heart-involving activities, and has also achieved "cultural awareness rate" and "cultural recognition rate" , but because it is difficult to integrate with management, the actual work behavior of employees has not changed much, especially that of managers.

Management depth

Corporate culture management itself is management, which is a higher level of core management and system management. Therefore, the depth of its management is reflected in:

1. Investigate the origin of the enterprise: explore the development genes of the enterprise, explore the current driving force for the development of the enterprise, explore the motivation for the future development of the enterprise, and finally comprehensively explore the origin of the enterprise.

2. More emphasis is placed on entering the industry directly. Improve managers' adaptability to change and management competency, and improve the company's ability and efficiency to solve key problems.

3. Not only pay attention to the management problems of the enterprise, but also pay attention to the problems behind the management problems (QBQ) and strive to solve them.

Intensity difference

Corporate culture construction:

Corporate culture construction generally focuses on the assessment of awareness and recognition. The superior organization issued a document "Strengthening the Corporate Culture "Importance", inspection of the organization and funding in place, inclusion of spiritual civilization unit evaluation indicators, application for superior cultural awards, etc. However, since it cannot involve the system adjustment of the entire enterprise, it will not be clearly advocated and implemented by all managers in a high-profile manner. , so it is unable to lead the systemic change of the enterprise. The entire construction seems to be in full swing and with great fanfare, but in fact it has nothing to do with the improvement of enterprise management.

Corporate culture management:

Clearly establish the core value of organizational operation, strongly convey new cultural signals, start directly from the most critical issues of the enterprise, and expand the structure, human resources, processes, etc. The adjustment of key links strengthens motivation, eliminates resistance, and triggers systematic changes in the organization in a brazen manner, such as GE's "Changing the Rails" (reforming the company's software to drive the integration of hardware) and IBM's "Let the Elephant Dance". Not only are the banners clear, And the impact on every employee is profound and far-reaching. The cultural management model of parent and subsidiary companies refers to a series of management control systems in which the group's parent company unifies, standardizes and coordinates the spiritual, institutional, behavioral and brand levels of its subsidiaries through various cultural carriers. Specifically, there are the following types:

Mode 1: One-dimensional type

The one-dimensional cultural management model means that the group and each subsidiary are consistent in business, and the company's vision, values ??and behaviors are consistent. In terms of standards, due to the similar characteristics of industries and occupations, there are no major external cultural differences. The content and methods of cultural management are subconsciously consistent, such as company development strategy, human resources policy, values ??and behavioral standards. "Boss" magazine said that subsidiaries can flexibly control according to the requirements of different projects and different regional cultures, so their group management model is mainly reflected in investment control rather than cultural control. This cultural management model is more suitable for the current tobacco industry Parent and subsidiary companies.

Mode 2: Pluralistic

Pluralistic cultural management model refers to a model in which the parent company emphasizes cultural recognition and cultural management, with special emphasis on the management of different values. The parent company requires each subsidiary company to strictly abide by the cultural requirements of the parent company in terms of consistency of values. This type of cultural management model is generally a group company with a diversified strategy, especially a group company formed across industries or industries.

Mode 3: Discrete

The discrete cultural management model means that the parent company’s control over its subsidiaries is mainly rigid, such as financial systems, investment systems, human resources systems, etc. , there are few soft management models of corporate culture, or they are neither standardized nor scattered, such as just some slogans or codes of conduct, which are rarely practiced in actual group management models. 1. Managers lack a correct understanding and knowledge of corporate culture

(1) Equating corporate culture with corporate external image design

Leaders of small and medium-sized enterprises believe that the so-called corporate Culture is the external image of a company, so more energy is put into the consideration of corporate slogans and the design of corporate logos. For example, many companies have designed exquisite factory emblems, uniform factory uniforms, loud factory songs, and bright factory flags. The external image of the company can be said to be designed incisively and vividly, but they simply equate corporate culture with image design. , and no effective measures have been taken to embody the corporate spirit, the core of corporate culture, in the company's business activities, nor to penetrate the corporate spirit into the thinking, work, and behavioral habits of corporate employees.

(2) Equivalent of corporate culture to corporate cultural and sports activities

Many business owners believe that the construction of corporate culture is a variety of cultural and sports activities, hoping that by holding several ball games, Show a few movies and organize several employee clubs to achieve the purpose of shaping the corporate spirit. In fact, the development of cultural and sports activities is only a superficial activity in the construction of corporate culture. To a certain extent, it can enhance mutual understanding among employees and their sense of belonging to the enterprise. However, if we only rely on these superficial activities without carrying out the development of corporate culture, Without penetration, corporate culture construction will not achieve sustained and coordinated development, and it will be even less likely to provide cultural support for the sustainable development of the company.

2. Corporate culture has not truly penetrated into the production, operation, and management of the enterprise

Corporate culture construction is a code of conduct that embodies corporate values ??through the guidance and penetration of corporate culture. and norms, guide employees' behavior in a direction conducive to the realization of corporate goals, provide a source of power for the development of enterprises in market competition, and ultimately improve the economic benefits of the enterprise and enhance the strength of the enterprise. However, the current leaders of small and medium-sized enterprises in Yiwu often mishandle the relationship between cultural construction and the economic benefits of the enterprise. Some small and medium-sized enterprises build culture for the sake of building culture and do not pay attention to the actual connection between economic benefits and cultural construction. In the end, they only form The "two skins" of cultural construction and economic benefits have lost the fundamental significance of cultural construction.

3. Corporate culture construction lacks innovative spirit

After years of rapid development, small and medium-sized enterprises have made great achievements. Under the influence of new management concepts and new management models, many small and medium-sized enterprises have also begun to attach importance to the construction of corporate culture. However, they do not know how to build it, so they just imitate more instead of eliminating and digesting the foreign ones. Absorb advanced culture, achieve organic integration, and cultivate the cultural characteristics of your own small and medium-sized enterprises. Basic understanding

Corporate culture is not a slogan, but culture construction is a systematic practice process.

We must return to the basic value proposition and concept expression of the company, and think about and confirm the corporate cultural appeal of the customer company.

Through multi-level cultural thinking and collision, refining and expression, in order to achieve the ultimate consciousness.

Corporate culture construction focuses on the process, and its core is cultural discussion.

The corporate culture construction of the client company requires the joint participation of all employees.

Based only on our professional perspective, ability, experience, and especially enthusiasm, we strive to deepen the corporate culture construction of our client companies.

Culture cannot be given externally. We can only work with client companies to call out the endogenous cultural pursuits, sort out, refine, collide, sublimate and spread...

Customer companies Cultural construction must properly handle the relationship between inheritance and uniqueness.

Culture needs time to accumulate, and it also needs practice.

Methods

Professional research, interviews, questionnaires and systematic refinement and design.

Focus on the integration of the summary of senior leadership’s business management ideas with the actual business practices of the client’s enterprise.

Focus on the combination of the inheritance of the group's cultural concepts and the particularity of the customer's enterprise.

Focus on the combination of the systematic expression of cultural concept systems and the practice of cultural construction.

Focus on cultural promotion and implementation, as well as mechanism construction and assessment and evaluation.

First of all, Bo Rui Century believes that corporate culture construction is the process of "sorting out, inheriting, sublating and innovating" the company's own culture. Culture construction is ultimately for "strategy implementation" and strives to use the power of culture to make corporate strategies more justified, business practices more organized, and employees' work more dynamic.

Secondly, the construction of corporate culture cannot be done in isolation and simply by drafting a "cultural outline", "cultural manual" or "institutional document", let alone writing vivid and beautiful articles that are catchy. In spoken words, it must carefully deduce a set of "basic values", "systematic work principles" and "employee behavioral norms" in accordance with the requirements of strategic or structural integration. It needs to continuously guide organizational members to change their value concepts, complete systemic thinking, clarify their respective positions and roles in the organization, and guide organizational members to consciously contribute to the overall strategic goals.

Thirdly, corporate culture construction is essentially the self-growth process of the company. Cultural construction must respect the company's history and future choices, conform to the company's objective reality and regional characteristics, and reflect the "particularity" of corporate culture construction. The requirement is that culture must have “personality”. At the same time, meeting the systematic structure of culture, from the core layer to the institutional layer to the material layer, from mission and vision to rules of procedure to behavioral conventions, reflects the "universal" requirements of culture, that is, culture is "systematic".

Furthermore, corporate culture construction is a process of research summary and practice improvement. Through research, culture can be made more systematic and scientific, and through practice, culture can be made valuable and meaningful. We focus on “research” and even more on “activities”. In a sense, the “cultural construction process” is of greater significance than “cultural research itself”. The development of cultural projects itself is a combination of research and practice.

Finally, corporate culture construction is a long-term and difficult "process". This "process" must always be led by the enterprise to attract more organizational members to participate, making corporate culture construction a way to improve organizational members* **The process of achieving the same values ??or spiritual realm.

Summary

According to management guru Peter Drucker, "Organizations use their values ??as growth boundaries." We very much hope to transform this "process" into an educational process for the leadership of the client company to "care about the conscience and conscience of organizational members", and play a major role in this process to help organizational members complete systems thinking. Through cultural construction, we continue to expand the value boundaries of the company's growth and seek the sustainable growth of client companies within a higher spiritual realm.