How does enterprise culture become the driving force of enterprise development?

How does enterprise culture become the driving force of enterprise development?

2 1 century is an era of cultural management and rich culture. Corporate culture will be the core competitiveness of enterprises and the most important content of enterprise management. So how to make corporate culture become the driving force of enterprise development? Let's have a look!

First, the understanding of corporate culture connotation

What is corporate culture? Atmospheric LOGO, rich employee activities, handsome uniforms, inspiring slogans and beautifully bound employee manuals are all part of corporate culture, but they are all superficial things.

Third-rate enterprises rely on production, second-rate enterprises rely on marketing, and first-class enterprises rely on culture. In the past, people often only looked at the performance when evaluating the quality of enterprises, but now they begin to pay attention to the culture of enterprises. Excellent corporate culture can make enterprises produce sustainable competitiveness and cohesion, which is the source of core competitiveness of enterprises and is of great significance to the development of enterprises. Looking back at the Fortune 500 companies in 1970s, we can find that about 65,438+0/3 companies disappeared. The reason is that unhealthy or imperfect corporate culture prevents these enterprises from constantly updating themselves to adapt to the emerging opportunities and challenges.

Culture itself is a dynamic concept and a historical development process. Therefore, culture is both regional and national, and has the characteristics of the times. Any country or nation has its own unique culture. From the ancient "Four Great Inventions" and Confucianism to the modern Socialism with Chinese characteristics society, it is a unique culture in China.

Culture is the soul and blood of a nation, and the inheritance, development and innovation of national culture is a profound and extensive topic.

The strength of a country needs the inheritance and development of excellent culture. A successful enterprise must also have its unique and positive core values. The so-called corporate culture. Corporate culture is the sum total of mission, vision, purpose, spirit, values and business ideas with organizational characteristics, which are gradually formed in the production and operation practice, recognized and observed by all employees, and the embodiment of these ideas in the production and operation practice, management system, employee behavior and corporate external image. Corporate culture is the soul of an enterprise and an inexhaustible motive force to promote its development. It contains very rich content, and its core is the spirit and values of the enterprise. If an enterprise has no culture, especially its own corporate culture, just like building a house with only bricks, tiles and sand without cement, it can't stand any wind and rain. When an enterprise develops to a certain height, it must improve its cultural quality in order to create new glories for by going up one flight of stairs. Only in this way can enterprises have long-term vitality.

Second, the significance of developing corporate culture construction

Corporate culture is the soul of an enterprise, invisible and intangible, but it is a real existence. Corporate culture is not only the source of enterprise vitality, but also the management concept and cultural essence summarized and precipitated by an enterprise in the long-term development process.

On the surface, the cultural construction of enterprises is "retreat", but in fact it has its real function. If an enterprise does not pay attention to the construction of corporate culture, just as a person does not pay much attention to maintaining his own reputation. Over time, people's trust in him will gradually disappear and lose competitiveness. Corporate culture is hidden in peacetime, and its role can only be revealed when the organizational relationship of enterprises or individuals changes significantly. As American scholar Michael Zwell said: "Most people are unaware of the existence of corporate culture, and only when we come into contact with different cultures can we feel its existence."

Management guru gary hamel once said in his book The Future of Competition: "Culture, like the word ability, can be named, but like air, it is invisible and intangible. However, culture is absolutely the key to successful competition. " This is because, behind these invisible things, there are rich contents and profound meanings. Without the support of culture, an enterprise will not win the long-term recognition of the market. Similarly, if we want to forge a widely influential enterprise, if we don't pay attention to the construction of corporate culture, our wish can only be a mirage. Modern society is not only an era of knowledge economy and network economy, but also an era of cultural economy. The competition between enterprises is finally manifested as the competition of cultural power. As a kind of soft power, enterprise culture has been paid more and more attention by enterprise management, and the establishment of enterprise culture has been cultivated imperceptibly in all work of enterprises for a long time. Whoever has strong cultural soft power will have the magic weapon to master the core competitiveness.

Third, how to make corporate culture the source and motive force of enterprise development.

Establish scientific and perfect enterprise rules and regulations

Modern behavioral science believes that a reasonable and effective system can shape and transform people. Only by closely combining the construction of enterprise culture with the perfection of enterprise rules and regulations, and effectively integrating it with enterprise development strategy, production and management, human resources, etc., can enterprise management gradually embark on the track of institutionalization, standardization, scientificity and humanism, and reach the understanding that advanced culture leads enterprise development, thus enhancing enterprise image and injecting strong impetus into enterprise development. We must let the corporate culture take root, take root in employees' hearts, inherit in employees' blood, form employees' behavior habits and realize corporate culture consciousness. We must deeply understand and correctly understand the relationship between corporate culture and rules and regulations, so that system construction and cultural construction can go hand in hand.

Specifically, it is to standardize employees' thoughts and behaviors from the aspects of rules and regulations (such as employee behavior norms, public relations norms, service behavior norms, crisis management norms, interpersonal relations norms, etc.). ), work standards, ethics, gfd, etc. Emphasize the compliance of employees in their daily work and life and guide their ideal pursuit. Over time, employees will realize that their personal behavior will reflect the spirit of corporate culture and represent the corporate image, so as to establish the idea of loving the company as much as their own home and their partners as their own lover, know how to start from themselves, consciously abide by and always pay attention to it, and turn the maintenance of corporate image into conscious behavior.

(2) Leaders take the lead and employees consciously participate to form the driving force for enterprise development.

1. Give full play to the leading role of enterprise leaders in enterprise culture construction. Corporate culture emphasizes a goal, a kind of communication and recognition. In the construction of enterprise culture, the thoughts and styles of enterprise leaders play a potential leading role in the formation of enterprise culture. Business leaders are advocates, defenders and managers of corporate culture, and their ideology, way of thinking, living habits and values directly determine the direction and essence of corporate culture. It can be said that corporate culture is inextricably linked with corporate leaders. Although any excellent corporate culture is the crystallization of the collective wisdom of enterprise employees, it embodies the wisdom and hard work of enterprise leaders. The words and deeds of leaders are a silent call, which plays an important exemplary role for employees. Only when leaders consciously integrate into the construction of corporate culture can corporate culture be gradually improved, finalized and deepened.

Therefore, enterprise leaders must understand the importance and necessity of corporate culture construction from a strategic perspective, not only to become active advocates of corporate culture construction, but also to become defenders and managers of corporate culture, to set an example for employees with their own practical actions, and to become spokespersons for corporate spirit and corporate image.

2. Give full play to the creativity and participation of employees. Even if a company can print its corporate culture and corporate philosophy on exquisite paper, employees can use this booklet to answer questions. However, if no employees consciously practice the spirit of corporate culture, the printed brochure is just a decoration. Only when the corporate culture is understood, accepted and always remembered by employees can the potential labor enthusiasm of employees be fully exerted and the corporate culture can truly become the driving force and competitiveness of enterprise development.

Because in the specific period of enterprise development, the importance of effective corporate culture will far exceed the factors such as technology, resources and organizational structure, so it is undoubtedly necessary to exert the influence of corporate culture. Of course, corporate culture is definitely not a performance, nor a label, nor a decoration or embellishment. The construction of corporate culture focuses on the participation of all employees, not only on paper, but also in the hearts of employees. Anything, as long as you personally participate, will have a sense of responsibility, and "nothing to do with yourself" will be "hung high." In the process of employee participation, enterprises should let employees experience different feelings such as sense of accomplishment, warmth and pressure, and then cultivate their sense of responsibility and professionalism through communication and integration.

(C) building a people-oriented corporate culture

1, strengthen people-oriented consciousness in cultural construction. An enterprise is a collection of people, and its existence and development are created by people. Only by "relying on people, for people, respecting people and shaping people" can enterprises develop better. The competition among enterprises today is essentially the competition of talents, and the foundation of talent competition is corporate culture. Therefore, people-oriented consciousness should be strengthened in the construction of enterprise culture, so that the enterprise can become the same body of all employees with a sense of mission and responsibility, and be proud of it. It is necessary to combine the characteristics and development trend of enterprises, dissolve the construction of corporate culture in various activities, and let employees absorb the nutrition brought by corporate culture at all levels of work, study and life.

2. Create a healthy, harmonious and civilized working and living environment. Healthy, harmonious and civilized working and living environment is the key for enterprises to enhance cohesion and centripetal force. In other words, the management of an enterprise should be humanized, so that its employees have a sense of belonging and ownership, and respect, trust, care, teach, motivate and restrain their employees, so that they can feel that "the enterprise is my home".

We should be competent for our work and actively create and build a platform conducive to the growth of talents. Actively innovate the talent mechanism, and strive to cultivate talents with career, unite talents with environment, motivate talents with mechanism and protect talents with legal system. Identify and evaluate talents comprehensively and accurately, treat talents fairly, select and use talents well, and make talents better serve the development of enterprises. Only by combining the talent mechanism with the cultural construction of enterprises can we truly form a sense of identity in the minds of employees, thus stimulating their enthusiasm, initiative and creativity, and enabling enterprises to further develop and truly realize: value convergence and stronger strength.

(four) according to the development of enterprises, improve the corporate culture at different stages.

The growth of an enterprise goes through three stages: the founding period, the growth period and the maturity period. For enterprises at different stages, the emphasis of their cultural construction should be different. For enterprises in the initial stage, its core purpose is to attract and retain talents. Therefore, it is necessary to establish a scientific and perfect incentive mechanism, and corporate culture should pay attention to caring for employees, so that employees are full of confidence in the development and growth of enterprises. When an enterprise enters the growth stage, its development needs a fair and reasonable internal environment and its organizational structure needs reasonable adjustment. At this time, the enterprise culture construction of Tietou should establish an effective performance mechanism based on the incentive mechanism, with clear rewards and punishments for employees and clear division of labor, and maintain the benign development of the enterprise with an effective management system. After the enterprise enters the mature stage, the operation of the enterprise is relatively stable. At this time, enterprises may be prone to institutional diseases, and employees' work efficiency and sense of responsibility will also be reduced. How to maintain the vitality of enterprises, stimulate innovation consciousness and promote enterprise reform is an urgent task for enterprise development. At this time, the construction of enterprise culture should focus on improving employees' innovative consciousness, emphasizing crisis consciousness and cultivating development talents. In addition, the group company should pay attention to the integration of the cultures of subsidiaries, and form a large enterprise culture that contains the unique cultures of subsidiaries but is * * * *.

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