What are the misunderstandings in corporate culture construction?

What are the misunderstandings in corporate culture construction?

What are the misunderstandings in corporate culture construction? In real life, many enterprises pay attention to cultural construction. In fact, the development of many enterprises really needs cultural construction, but many people have misunderstandings about it. What are the misunderstandings in corporate culture construction? Let's take a look at it below.

What are the misunderstandings in corporate culture construction? 1 Myth 1: Cultural construction can be achieved overnight.

The construction of enterprise culture is a long-term and complicated systematic project, which will not be accomplished overnight or once and for all. The construction of enterprise culture is a spiral process, which develops with the development of enterprises. Only through continuous hard work can corporate culture be integrated into the blood of employees and implemented in their actions. Otherwise, corporate culture will become a beautiful decoration.

Myth 2: Cultural construction is a top-down process.

Undeniably, to a certain extent, corporate culture is boss culture. But besides the top-down process, cultural construction also needs a bottom-up process. Full participation can achieve twice the result with half the effort for cultural construction, because the ultimate goal of cultural construction is to get the recognition of these employees.

In terms of cultural construction, employees can mainly participate in the following aspects: (1) With a little experience in the company, they can participate in the formulation of cultural concepts; Help the company to change inappropriate practices by putting forward reasonable suggestions and opinions to the company; Actively participate in various collective activities organized by the company; Pay attention to one's own behavior, influence colleagues internally and win glory for the enterprise externally.

Myth 3: Being born as a human being, seeking novelty and difference.

In the process of cultural construction, many enterprises only pay attention to innovation and differences in the formulation of ideas, and there is a tendency of "language is not surprising and endless", which leads to obscure words and even incomprehensible employees. How can it be deeply rooted in people's hearts? In addition, the text of the novel is difficult to connect with the enterprise itself, so the corporate culture has become a pamphlet, which has become a bottomless end.

In fact, the correct approach is not only to internalize the concept of corporate culture in the heart, solidify it in the system, and externalize it in the line; Moreover, the concept of corporate culture should be refined from employee behavior and shaped by company system. Therefore, the core concept layer, system layer and material layer are interactive.

Myth 4: The most important thing in cultural construction is to write a cultural manual.

Undeniably, the resounding cultural concept plays a certain role in rallying people's hearts and building a foreign image, but this work is definitely not the most important work in cultural construction. The cultural manual is just a concept manual formed by adding advanced cultural concepts on the basis of outstanding corporate cultural concepts in the past. In other words, it is the culture that describes the corporate culture.

In fact, the implementation and promotion of cultural manuals are more important and consume more resources. It is easy to change employees' behavior, but it is difficult to change employees' thoughts. The implementation of corporate culture requires not only the careful organization of the leaders at all levels of the company, the centralized management department of corporate culture and the strong cooperation of all departments, but also the extensive participation of all employees and the improvement of the supporting system of the enterprise.

Myth 5: Cultural construction mainly depends on publicity.

In the process of cultural construction, many enterprises mainly focus on various publicity activities. Discussions, lectures, trainings and even exams on cultural concepts. Through these publicity activities, employees have a certain understanding of corporate culture, and can even recite it backwards. But do employees recognize this culture?

In fact, cultural construction depends not only on all kinds of publicity, but also on incentives, constraints and enjoyment of interests. Let employees know that following the concept of corporate culture is conducive to the development of the enterprise and its own development, and let employees feel that they and the enterprise have the same interests. To achieve this, it is necessary to modify important systems such as company distribution according to cultural concepts, so that "culture" can grow on the legs of "system". Employees will remember culture, which is not the goal that an enterprise should pursue. The real goal is that employees have a deep understanding and recognition of cultural ideas and can embody cultural ideas in their behaviors.

What are the misunderstandings in corporate culture construction? 2. What are the misunderstandings of target positioning?

Some people think that building corporate culture is only a means for enterprises to achieve economic goals, not what enterprises should achieve. As an organization, an enterprise must be the organic unity of economic organizations and social organizations, and its goal should be the unity of the economic goal of making profits and the social goal of creating value for the public. As the product of the organic combination of economy and culture, corporate culture should also be the unity of goals and means to achieve them. Some enterprises aim at building corporate culture to shape employees, including changing employees' ideas, habits and behaviors according to the intentions of leaders and organizations. As far as the connotation of corporate culture is concerned, shaping employees is indeed an important task, but the fundamental aspect of corporate culture is to shape the enterprise itself while promoting the development of employees, and to realize the interaction and mutual promotion between "building enterprises" and "creating people". There is a phenomenon of "cultural ideal" in the cultural construction goals of some enterprises. These enterprises will put forward grand goals such as transforming the world beyond the scope of enterprises, embody their so-called lofty aspirations and historical missions, and lack down-to-earth corporate culture goals.

Misunderstanding of the relationship between subject and object

It is considered that the corporate culture is a top-down culture initiated by leaders or "bosses" and planned, guided and designed by experts. In the construction of corporate culture, employees are only passive recipients, not active participants and creators. The construction of corporate culture in some enterprises often adopts a top-down approach, lacking bottom-up communication, that is, the boss sets an outline, then finds experts to design the corporate culture system, and then publicizes it among all employees. The main body of corporate culture construction here is entrepreneurs, and the object is all employees. It should be noted that corporate culture should be a model of beliefs and expectations shared by all or most members of the enterprise. The cultural accomplishment of enterprise leaders and their understanding of enterprise culture construction play a very important role in the cultural construction of an enterprise, especially in the framework of enterprise core culture. However, corporate culture cannot be equated with entrepreneur culture and "boss culture", but all employees must participate in corporate culture construction, because employees are the main body of corporate culture construction. Only by combining the strategic thinking and leading role of enterprise leaders with the basic and main role of employee participation can we truly create a vibrant corporate culture and truly make excellent corporate culture the spiritual home of enterprise leaders and all employees.

Misunderstanding of content

The content of corporate culture is either pure "enterprise"+"culture", and enterprises are decorated with empty slogans, overwhelming words and gorgeous rhetoric, which leads to the slogan of corporate culture, and some enterprises come in with flashy slogans; Corporate culture is concrete, and some corporate culture construction is often "on paper" or beautifying the appearance of the factory; Corporate culture is empty, and the phenomenon of "packaging" and "hype" is prominent. It follows the wind, puts on airs, and engages in so-called "image advertising" propaganda and bombing. Or simply equivalent to ideological and political work, thinking that corporate culture is to help enterprise party organizations do a good job in the ideological and political work of employees; It is equal to the construction of spiritual civilization, and thinks that the construction of corporate culture is to engage in activities, build models and sing praises; It is equal to the spirit of enterprise, and thinks that the construction of enterprise culture is to summarize a few loud slogans; Equivalent to cultural and sports activities, corporate culture is to organize employees to carry out amateur cultural and sports activities; It is equivalent to CIS (Enterprise Identification System), and holds that corporate culture is the image of packaging enterprises. Either it is so complicated that "corporate culture is a basket, everything can be put in", blindly superstitious about tradition, expecting to put the content of corporate culture construction into traditional management methods and management ideas, or blindly westernize, engage in something new, think that new and foreign are modern, and try to treat corporate culture as a good medicine for "all diseases".

Method error

There are two wrong tendencies in the construction method of enterprise culture: one is naturalism which lacks theoretical judgment. It is believed that corporate culture, including corporate philosophy, is naturally formed in the long-term production and operation activities of enterprises, and enterprises cannot and should not plan, design and build artificially. The other is a subjectivist tendency lacking empirical analysis. It is believed that corporate culture, including corporate philosophy, is artificially planned and designed according to the intention of corporate leaders. The former leads to the phenomenon of "inaction" in corporate culture construction, and everything goes with the flow, lacking clear concept guidance; The latter leads to formalism and "surprise" in corporate culture construction. Many enterprises blindly imitate other people's corporate culture construction, eager for quick success and instant benefit, mechanically copying, converging and similar, lacking characteristics and individuality. Enterprises can design resounding ideas and slogans overnight, and they can also print exquisite corporate culture handbook. These two tendencies have led to the same result, that is, employees' conceptual cognition of corporate culture is blank, so corporate culture construction is out of the question.