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What role does corporate culture play in employees?

The ideas and habits in corporate culture can take root and sprout everywhere. It can originate from an influential individual, work group, department or branch; it can originate at the lower or upper levels of the organizational hierarchy. . So what role does corporate culture play in employees?

The specific role of corporate culture

Everyone has desires. I am quite determined when I write this sentence. Some people may say that Monks who eat fast and recite Buddha's name don't have desires, right? They also have desires. What they seek is peace of mind. Isn't this desire? Our desires are more practical, to get more money, so when we look for a job, we mostly focus on treatment. Choose the company that offers better treatment (more money). However, as employees enter the company longer, material desires continue to expand and the company cannot keep up with the pace of expansion. Dissatisfaction will increase. I believe that the development of any company cannot always be in a high-speed stage. There must be a stable period. During the stable period, for employees, there are fewer opportunities for promotion and smaller salary increases. It used to be that one year Adding a few hundred, now adding dozens or none a year, the gap is so big. Seeing your former classmates driving BMWs and living in luxury houses, you will start to feel anxious, and you can't help but be impetuous and want to seek better things. The idea of ????development opportunities became stronger and stronger, and finally he changed jobs because of the expansion of desire. Examples abound.

I have been in contact with an employee of a state-owned enterprise in recent days. According to her, she has been working in the company for more than ten years. I believe this situation will not be strange to anyone who has worked in a state-owned enterprise. I have also worked in a state-owned enterprise, and I have also met employees who have worked in the company for a lifetime of revolutionary work. In the past, we used to say it was because of the golden rice bowl, but now Considering that it is indeed rare to work in a company for more than ten years without any turnover. I have been thinking that relatively speaking, the turnover rate of state-owned enterprises seems to be lower than that of private enterprises and foreign enterprises. Is there any special reason for this? Based on my own experience, I think state-owned enterprises may also have their own unique aspects of corporate culture:

First, the working environment. Most of the working environments in state-owned enterprises are relatively relaxed, and the working hours of 8 hours a day may be Only a little more than half of the time is spent working. This kind of working environment is very relaxed. This is why everyone says that state-owned enterprises are hotbeds. People who enter are easily assimilated into the hotbeds. At this point, I I have a profound experience. I once jumped out of a state-owned enterprise and was very uncomfortable working in a Taiwanese enterprise. It took about a month to adapt. Some of my employees have also worked in state-owned enterprises, and they were also very uncomfortable when they first joined the company. The pace of work is obviously much slower. This kind of workload makes employees in state-owned enterprises feel comfortable going to work. Although the salary is not very high, stability and comfort are important. The company will not go bankrupt or the salary cannot be paid and employees will leave. Very few;

Secondly, there is the concept of hierarchy. Each company has its own organizational structure, but there is no clear distinction between superiors and subordinates in state-owned enterprises. One of my former leaders was like ours We work the same as our colleagues, and we also talk about new things when we are not working, so this sense of hierarchy is much weaker. Unlike foreign companies, where superiors and subordinates have strict hierarchies and clear boundaries, there is not much personal emotion to talk about; Third, unexpected gains. Anyone who has worked in a state-owned enterprise knows that the benefits of state-owned enterprises are very rich. Whenever there is a holiday throughout the year, there will be unexpected surprises, such as shopping cards, grain and oil, gas coupons, cash, etc., these are all It is not quantitative or timed, but other companies know how much money they can earn this year with their eyes closed; fourth, organize activities. The school I used to study in was run by a company, and the company had a Youth League committee every year The organized activities are very rich, such as debates, speech contests, calligraphy contests, essay writing contests, karaoke contests, voluntary activity days, sports competitions (basketball, football, table tennis, running, etc.), etc. There are so many such activities. It greatly enriches employees' spare time life and also gives employees another stage to show themselves.

When talking about state-owned enterprises, many people will say that state-owned enterprises have many shortcomings. This is true. Every enterprise has its own shortcomings, it’s just a matter of how many. But every enterprise also has its own advantages. We cannot ignore the advantages of others and magnify them. Shortcomings, you still have to learn what you need to learn.

I have met people from various companies. When everyone talks about their respective companies, they always talk about salary and basically do not talk about spiritual culture. This is related to our current living environment, but from now on In recent years, various channels have advocated excellent corporate culture and other topics. We can see that many of our companies are working hard to create companies where employees are satisfied, and this satisfaction is not only material satisfaction, but also spiritual satisfaction. From employees The recognition of corporate material culture gradually transformed into the recognition of corporate spiritual culture.

Employees’ desires will grow with their seniority. This is affected by the social environment and family environment. We cannot deny the positivity of employees’ desires because we stand from different perspectives. But we should understand the needs of employees’ desires from this. As an enterprise, blindly increasing wages will only increase labor costs and reduce profits. This will not weaken the growth rate of employees’ desires. But if we can satisfy employees’ material desires On the basis of improving employees' desire level through cultural life and transforming material desires into spiritual and cultural needs, I think employees' sense of belonging to the company will definitely be strengthened. No one would not like to work in a relaxed and passionate company , no one is unwilling to be respected.

Cultural characteristics of corporate culture

Culture is inseparable from nation, and a certain culture is always the culture of a certain nation. Corporate culture is the micro-organizational culture of a country. It is an integral part of the country's national culture. Therefore, the characteristics of a country's corporate culture actually represent the characteristics of the country's national culture. Below we only briefly introduce the corporate culture and management characteristics of several countries and regions that represent the cultural characteristics of Eastern and Western nations.

Characteristics of the United States

The United States is a multi-ethnic country of immigrants, which determines the individualistic characteristics of the American national culture.

American corporate culture is centered on individualism, but this kind of individualism is not selfishness in the general concept, but emphasizes individual independence, initiative, personality and personal achievement. Under the control of this kind of individualistic thought, American business management is based on individual activism, encouraging employees to strive for personal efforts, and implement personal responsibility and personal decision-making. Therefore, individual heroism is more prominent in American companies. Many companies often regard the founders of the company or individuals who have made great contributions to the company as heroes. The company's evaluation of employees is also based on the principle of ableism. Salary increases and promotions only look at abilities and work performance, without considering factors such as age, qualifications, and academic qualifications. The corporate culture characterized by individualism lacks a unified concept of value. The value goals of the company and the value goals of individuals are inconsistent. The company manages employees with a strict organizational structure and strict rules and regulations in order to pursue corporate goals. accomplish. Employees only regard the enterprise as a place and means to achieve personal goals and self-worth.

American companies focus on innovation and development. Their concept is: new and previously unavailable things are valuable. But American companies are not without shortcomings. Sometimes they ignore some unimportant details, causing great losses. Americans are very confident when doing things, and they are also arrogant. Working for an American company develops employees' self-confidence.

European Countries

European culture is influenced by ____, and Christianity ____ provides a moral model of ideal prices. Christ ____ God, believing that God is merciful, and God requires that people should love each other. Influenced by this concept, European culture advocates personal values ??and emphasizes high-level needs of individuals. Europeans also pay attention to rationality and science, emphasizing logical reasoning and rational analysis.

Although the spiritual foundation of European corporate culture is the same, due to the differences in national culture of each country, the corporate culture of various European countries also has differences.

Due to their cultural background and strong hereditary concept, the British have always regarded the landlords and aristocrats as the upper class of society, while business operators are at the lower social level. Therefore, the values ??of British entrepreneurs pay more attention to social status and class differences. They do not use excellent management performance to prove their social value, but do everything possible to join the upper class. Therefore, they stick to the rules in business operations and have a poor sense of risk-taking.

The most prominent characteristics of France are nationalism, arrogance, snobbery and a sense of superiority. Therefore, French business management shows a closed and conservative concept.

Italy advocates freedom and is self-centered, so it appears to have poor organizational discipline in business management and a low degree of structural organization. However, since Italy and the vast majority of companies are small and medium-sized enterprises, the impact of loose organization on corporate vitality is not prominent.

Germans have a strong sense of bureaucracy, strong organizational discipline, and are diligent and hard-working. Therefore, in German enterprise management, decision-making institutions are large and decision-making is collective. It often takes more time to ensure that workers participate in management, but the quality of decision-making is high. The company's executive level is strictly divided, with only one supervisor in charge of each department and no deputy positions. Employee participation in enterprise management is extensive and formal, and many laws guarantee the right of employees to participate in enterprise management. Employees' participation in enterprise management is mainly achieved by participating in the enterprise's board of supervisors and board of directors. According to the "Employee Participation Management Law", for enterprises with more than 20,000 people, there are 20 representatives, half of which are representatives of labor and management. Among the 10 representatives of labor, 7 people are recommended by the company and 3 people are recommended by outside the company; companies with 10,000 to 20,000 people Among them, there are 16 board of supervisors members and 8 labor representatives, of which 6 are elected within the company and 2 are recommended from outside the company. For companies with less than 10,000 employees, half of the members of the board of supervisors are labor representatives.

Chinese Characteristics

Corporate culture originates from social ideological trends. To explore the characteristics of Chinese corporate culture, we must first understand the changes in Chinese social ideological trends. The social ideological trend in modern China has gone through three changes: first, Confucian thought before the victory of the New Democratic Revolution, second, Marxist thought after the victory of the New Democratic Revolution, and third, the influx of Western thought after the reform and opening up. Although Marxist thought has been introduced to China for nearly a hundred years, Marxist scientific thought has not taken root in the minds of most ordinary people due to its theoretical depth and national cognitive abilities.

Therefore, before the reform and opening up, the national ideology was still essentially Confucianism. With the influx of Western ideas after the reform and opening up, the people once had a craze for admiring Western thought and culture. It was fashionable to eat Western food and proud to wear Western brand clothes. Even when universities taught corporate culture, they strongly promoted Western ideas. There is no trace of Chinese thought. However, due to the deep-rooted Confucianism, citizens behave in a double-standard manner under the collision of Western ideas. For example, some actively advocate the idea of ??freedom and equality among others, and follow the Confucian philosophy of superiority and inferiority above others; they demand fair competition from others when they lack personal connections, and believe in the philosophy of relationship when they have rich connections; some employees require the company to Managers must "rule by law" when managing enterprises, and when they manage enterprises themselves, they strive to implement the Confucian "rule of man". etc. These are the ideological confusions caused by the coexistence of Confucianism and Western thought. Affected by this, China's corporate culture is still in a chaotic and hazy state today without settling into its own characteristics. Some even do not even understand what corporate culture is, and quickly graft onto the West without Chinese human genes. Corporate culture.

In response to the failure of Western management, corporate culture and other ideological theories in practice due to the lack of Chinese human genes, China’s management academic community began to reflect and gradually actively looked for solutions to China’s reality in the splendid Chinese culture. ideas of corporate culture construction, and a large number of management theories and corporate culture construction theories represented by those who argue about power have emerged, gradually ushering in the normal return of Chinese corporate management and corporate culture construction, and some Chinese companies have begun to cultivate It can demonstrate the corporate culture with Chinese civilization characteristics such as benevolence and tolerance, respecting the monks and respecting the middle class, seeking truth and being pragmatic.

Misunderstandings about corporate culture

Myth 1: Corporate culture is politicized

Various forms can be seen in the corridors, offices, and walls of workshops of many companies. Slogans with sonorous wording, such as "unity", "truth-seeking", "struggle", "dedication", etc. These overused words cannot truly reflect the company's value orientation, business philosophy, behavior, and management style; let alone create a buzz among all employees.

Misunderstanding 2: Sloganizing corporate culture

Equating corporate culture with empty slogans, lacking the personality of the company, and even the company’s decision-makers themselves cannot clearly explain what it represents. Concrete expressions naturally cannot play a strong role in cohesion and centripetal force for employees.

Misunderstanding 3: Corporate culture is culturally and culturally oriented

Some companies regard corporate culture as singing, dancing, and playing ball. Therefore, dance halls, music teams, and sports teams were established one after another, and the number of monthly activities was stipulated as a rigid indicator of corporate culture construction. This is a superficial understanding of corporate culture.

Misunderstanding 4: Corporate culture is superficial

Some people think that corporate culture is to create a beautiful corporate environment, paying attention to the unity and coordination of corporate appearance colors, neat and lush flowers, plants and trees, and the appearance of clothes. Neat and elegant, the equipment is placed in beautiful streamlines. But this superficial prosperity cannot cover up the pale core of corporate spirit.

Misunderstanding 5: Rigid corporate culture

Some companies one-sidedly emphasize orderly work discipline and absolute obedience from subordinates to superiors, equating strict militarized management of employees with the enterprise Cultural construction has resulted in a tense and dull atmosphere within the organization, and a lack of creativity, vitality and cohesion, which has led to the misunderstanding of rigidity in corporate culture.

Misunderstanding 6: Marketing of corporate culture

The most common mistake that companies make when establishing their own corporate culture is that it is an external culture. This kind of culture is more regarded as a means of marketing. Corporate culture is actually a synthesis of goals, values, beliefs and behavioral norms. The basic core and guiding ideology of corporate behavior are only superficial concepts and ignored. Its core value, then corporate culture will not help the enterprise in the slightest.