What should the corporate culture of state-owned enterprises do?

I hope this article from the Internet can help you.

Title: On the Cultural Landing of State-owned Enterprises

Article website: /article.php? name = 20 1702 14 174526

In the construction of state-owned enterprises, how to make advanced corporate culture land?

First, improve the organizational system and further promote the cultural construction of state-owned enterprises.

First, establish a perfect organizational system for the cultural construction of state-owned enterprises. According to the actual situation of state-owned enterprises, the organizational system of enterprise culture construction is established, including spiritual system construction, material system construction and institutional system construction. And set up a leading group for corporate culture construction with the secretary as the team leader, and there are three systematic leading groups.

Second, increase the training of the three systems and comprehensively promote the culture of state-owned enterprises. While strengthening the organizational system of state-owned enterprise culture construction, a leading group for enterprise culture construction was established, which also put forward requirements for strengthening enterprise culture training.

First, strengthen system training and standardize employee behavior. Within state-owned enterprises, formulate and improve various management systems and measures to manage and restrain employees, so that there are rules to follow. At the same time, the Code of Conduct for Employees has been formulated and trained, so that every employee can know what to do and what not to do. In addition, enterprises should systematically train each new employee, grasp the details and develop good professional habits.

The second is to strengthen the material system training and enhance the corporate image. In the code of conduct for employees, the dress code is clearly defined and strict requirements are put forward for management. At the same time, carry out the theme activities of "discipline, style and execution", further strengthen the construction of the workforce and gradually enhance the image of state-owned enterprises.

The third is to strengthen the training of spiritual system and comprehensively improve the quality of employees. As the core of corporate culture, the spiritual system sets up a special publicity column to publicize corporate culture and spirit. In addition, in the electronic bulletin produced by enterprises, a pioneer column has been specially opened. In enterprise construction, pay attention to enterprise culture, concept, spirit and employee spirit.

Second, spread corporate culture and promote the culture of state-owned enterprises to take root.

How to implement the concept of corporate culture lies in the cultivation of unity. So, how should enterprises cultivate in a unified way? We should start from three levels of corporate culture: the material level is the external expression of spirit, the system level is the guarantee and primary stage of spirit, the core of spirit level is values, and values are the foundation of corporate culture. Cultivating from the material level is mainly to ensure the consistency with the spiritual level. From the institutional level, it is mainly to rely on the system to ensure the embodiment of values in specific words and deeds, and to prevent or reduce words and deeds that deviate from the values advocated by enterprises. Everyone has his own way of doing things, but it is not necessarily consistent with what the enterprise advocates. At this time, we need a system to restrain and cultivate employees' behavior and make it consistent with the enterprise. Its goal is to infiltrate the corporate culture concept into the thinking and behavior habits of every employee, and truly let the corporate culture concept take root.

State-owned enterprises should make use of weekly meetings, "mentoring" activities, festival cultural and sports activities, post propaganda slogans, and cultivate pioneers. , conscientiously do a good job in the implementation of corporate culture concept, so that the spread of corporate culture concept and enterprise management can be integrated. And made a career plan for each employee, effectively improving the quality of employees, encouraging employees to stand on their posts and make contributions to their posts.

Third, the "three combinations" effectively promote the transformation of corporate culture.

First, adhere to the combination of corporate culture and human resource management.

First, talent selection and education and training teach students in accordance with their aptitude. Recommend and cultivate key talents among existing personnel, screen all personnel within the enterprise, comprehensively consider everyone's education, specialty, personality and communication and coordination ability, and formulate targeted training plans. Take the old with the new, learn the construction acceptance specifications, field practice and other forms. Teach students in accordance with their aptitude and carry out targeted personnel training.

The second is to constantly improve quality and skills. Enterprises will further continue to implement mentoring activities, which will increase the burden and pressure for employees who have worked for more than 3-5 years, so as to promote self-learning and self-improvement. Create an atmosphere of "catching up with learning" within the enterprise and train a large number of comprehensive management talents.

Second, adhere to the combination of corporate culture and corporate management improvement.

Combined with the "management promotion" activities carried out by enterprises, the concept of corporate culture was vigorously promoted by means of blackboard newspaper and electronic briefing, and no problems were found in the work, which effectively corrected some neglected problems.

Taking management promotion as the carrier, the institutionalization construction has been promoted, and the institutionalization and standardization level of enterprise management has been initially realized. Optimize the management mode and implement the "sub-regional" management mode in combination with the actual situation of enterprises. At the same time, strengthen risk control, strengthen the construction of safety professional team and strengthen safety production management. Under the guidance of quality and safety culture, strengthen on-site HSE management system. Through the construction of behavior culture (safety experience sharing, behavior observation, visual management), system culture (safety production responsibility system, territorial management) and spiritual culture (safety concept dissemination), the behavior and system will be promoted to culture, and the safety culture will be internalized to ensure the realization of the goal of "accident-free project".

Third, adhere to the combination of corporate culture and employee participation.

The construction of corporate culture can not be separated from the participation of employees, combined with the study and education of employees, to enhance endogenous motivation. Meng Jie Consulting believes that enterprises should adhere to the Monday regular meeting system, participate in speech contests, knowledge contests, essay competitions and other activities, make full use of competitions, networks and other means, strengthen the publicity and public opinion guidance of corporate cultural knowledge and ideas, enhance employees' understanding and recognition, mobilize their enthusiasm for participation, and create a strong cultural atmosphere.

Corporate culture can enhance cohesion internally and establish a good image externally. Carrying forward enterprise culture is the inherent requirement of improving the core competitiveness of pipeline industry and cultivating and developing international competitiveness; Implementing corporate culture can help and guide cadres and employees to establish a correct world outlook, outlook on life and values; Implementing corporate culture is conducive to giving full play to the advantages of human resources.