The implementation strategy of group culture management and control

Introduction: The essence of group management and control is the design of management ideas and methods of the group parent company for its subsidiaries, the analysis of the core functions undertaken by the group management and control, and the focus on those aspects of the management of the subsidiaries, and How to manage. Therefore, reasonable selection of management and control models is an important guarantee for enterprises to achieve business strategies and effective management. Implementation strategies for group culture control

The issue of enterprise group culture control is a cutting-edge topic in the field of corporate culture and enterprise group research, and has important practical and theoretical value. Group companies, especially the top management, have always paid a lot of attention to culture and cultural control issues. However, many business managers know very little about what culture is, what corporate culture is, and how corporate culture condenses into a force and forms the control of enterprise groups. few. Culture is often misunderstood as "slogans" and "slogans" hanging on the wall, or in the form of parties, football games, travel, etc. Therefore, it is necessary to briefly define the core concepts first.

1. Definition of basic concepts

Group control

Group control refers to the headquarters or senior management of large enterprises. In order to achieve the group’s strategic goals, the group control In the process of development and growth, through the use of hierarchical management control, coordinated allocation of resources, operating risk control and other strategies and methods for subordinate enterprises or departments, the group's organizational structure and business processes can achieve the best operational efficiency of the management system. It is generally believed that group control has four modes: strategic control, operational control, financial control, and mixed control. Here, it should be emphasized that group management and control should be an organic whole that coordinates, coordinates and promotes multiple types and levels of management, thereby forming a systematic management capability within the entire group.

Cultural control

Cultural control is to establish a strong group culture and control the organization members to have the same values, behavioral norms, and interest goals. Therefore, building a unified and advanced corporate culture is the core work of cultural control. The most important way to control group culture is the transfer of corporate values, with the purpose of enabling each company to form consistent values ??and behavioral norms.

Cultural control emphasizes close integration with actual corporate management, establishing a corporate culture management system with division of labor, responsibility, and coordination, issuing a corporate culture manual, and establishing relevant incentive and restraint mechanisms to make corporate culture play an important role in the actual work of employees. be strengthened, solidified and implemented, giving full play to the role of corporate culture in promoting scientific management and control.

The biggest difference between group cultural control and strategic control, operational control, financial control, and human resources control lies in the implicit nature of culture (difficult to measure and grasp), and the power of this implicit condensation has a negative impact on The competitiveness of enterprise groups has an important influence and role. When group culture control is effective, the use of other control mechanisms can be reduced; there are many cultures with different subsystem characteristics within the enterprise group system, and these cultures are condensed into different directions cultural power. However, these cultural forces are not in the same direction as the group culture. Studying the management and control of the cultural forces of enterprise groups from a theoretical level and promoting the coordination of the cultural forces of the entire group are important topics in this field.

2. The importance of group culture control

Group culture control is an inevitable requirement for strengthening group control

From the perspective of scientific management, the management model must Applicable to the development stage of the enterprise itself. From a micro perspective, group management and control has great fundamental significance for the reform of China's large state-owned enterprises, the upgrading of the operating models of private enterprises, the optimization of listed companies' governance capabilities, risk and internal control management systems, and the internationalization of Chinese enterprises. Many measures taken by the State-owned Assets Supervision and Administration Commission of the State Council in the reform of directly affiliated state-owned enterprises - such as establishing and improving corporate governance structures, central enterprise group strategic planning, central enterprises strengthening group control building, strengthening central enterprise performance management, etc., are all to strengthen the The management and control of central enterprises must strengthen the control of group enterprises. Large state-owned enterprises must continue to strengthen their control. This demonstrates the great practical significance of the subject of corporate control at the national level. The rejuvenation of the Chinese nation and the realization of the "Chinese Dream" must be based on the growth and expansion of Chinese enterprises and efficient group operations and international operations. This efficient group and international operations must be based on corporate control, Supported by state control.

The implementation effect of group management and control is closely related to the group’s strategy, governance structure and cultural construction. Therefore, if the group wants to systematically solve the management and control problems, it must design a management and control model suitable for the group and effectively implement it based on reasonable strategic planning and scientific strategic planning. The construction of group culture based on strategy and management and control models can, to a certain extent, reduce cultural, interest and other conflicts during the implementation of management and control changes and ensure that group management and control can be effectively implemented.

Group culture control is an inevitable requirement for corporate culture construction

Under the guidance of the Party Central Committee and the State Council on strengthening the construction of advanced socialist culture in the new era, under the guidance of the State-owned Assets Supervision and Administration Commission's "About Under the guidance of guidelines and policies such as the "Guiding Opinions on Strengthening the Cultural Construction of Central Enterprises", the country's top 500 enterprises, including state-owned enterprises and gradually growing private enterprise groups, are carrying out corporate culture construction work in an organized and planned manner. Every enterprise group, regardless of nature and industry, needs to follow the group culture construction path, combine the group's strategic positioning, strengthen management and control, and achieve formal consistency from refining and summarizing the common values ??to truly practicing the common values. , consistency of heart, consistency of behavior.

Any enterprise group, due to its extensive business and complex internal organizational structure, is prone to conflicts between corporate culture and branch subcultures. If an enterprise does not have a strong cultural cohesion, it will continue to become centrifugal, and all subsidiaries will tend to be decentralized, resulting in the enterprise group's culture being scattered, divergent, and conflicting with each other, and unable to guide everyone to work together. . An enterprise group with a scattered corporate culture will inevitably have great constraints on its operational efficiency, making it difficult to reflect the group's advantages.

Cultural management and control of postal groups is an inevitable requirement to enhance market competitiveness

In today’s increasingly fierce market competition environment, if the postal service wants to achieve long-term development, it must pay attention to and strengthen the construction of corporate culture. Huacai Consulting Group investigated the world's top 500 companies and China's group companies, and selected the first list that reveals the management and control capabilities of group companies - the "Top 100 Group Management and Control Capabilities List". From this, we can clearly see that a country's transnational The number of enterprises and the strength of the group's management and control capabilities are directly proportional to the country's political, economic, and cultural influence around the world. The strength of group management and control capabilities has become the core content of group enterprise competition. Enterprises with strong group management and control capabilities can not only achieve rapid development and obtain good economic benefits, but also effectively carry out the cultural and political views they represent. Substantial promotion to achieve greater impact around the world. Management and control are the key to the success or failure of multinational enterprises! Compared with the 400-year history of Western enterprises, the lack of internal control is a true reflection of the specific development stage of Chinese enterprises.

? 3. Key points of group culture management and control

Spiritual and cultural level

Establish corporate purpose, corporate mission and corporate goals, and unite people's hearts

The corporate purpose is what the company exists for, and the corporate mission is the social responsibility that the company should bear. Collins and Bolles, the two twin stars in Western management circles, conducted in-depth research at Stanford University in the United States for six years. They selected 18 outstanding and long-lasting companies as subjects. These companies include General Electric, 3M, Merck, Wal-Mart, HP, Disney, etc., have an average history of nearly a hundred years. The published monograph "Built to Last" clearly states that the ultimate goal of entrepreneurs is: "Create a long-lasting great company, a truly worthy company" An evergreen foundation is a lofty mission." Hirschman, a professor at Yale University in the United States, published his monograph "Economic Development Strategy" in 1958, which introduced "strategy" into the category of economics for the first time. Corporate development strategy is to formulate the long-term goals of the organization and put them into practice based on the external environment and its own conditions, and consider what means, measures, and methods to use to achieve this goal. The corporate purpose, corporate mission, and corporate goals are "Who am I? Where do I come from? Where do I want to go?" Philosophical thinking.

The "inaction thought" of Laozi, the founder of Chinese Taoism, is revered as the standard of world management theory. According to Feng Youlan's explanation in "History of Chinese Philosophy": Wuwei means "doing what is necessary and letting nature take its course". "Necessary" refers to achieving specific and limited goals; "Let nature take its course" means doing things according to the requirements of the current situation.

Drucker, the "father of modern management", advocated that managers should first "do the right thing", otherwise, any decision-making and management will be invalid.

Corporate culture must match corporate strategy. Globalization is a huge challenge for every enterprise group. "Where do I create value?" The rapid changes in the development environment brought about by globalization and the unpredictable business development trends have made the group leaders even more worried. Therefore, correctly grasping development trends and using strong management and control capabilities to effectively promote targeted business strategies and plans within the group and among partners will be an effective way for the group to remain invincible.

Corporate strategic planning is of great significance in guiding the future development direction of the company, and the implementation of strategic planning is the top priority in determining the fate of the company. The core content of corporate culture management and control is to highly summarize the development strategy through vision, mission, and goals. All employees are familiar with it, spread it word of mouth, and spread it to the whole society. Strategic planning is a banner that unites people's hearts, a scientific development path that gathers vitality, and a brand image that demonstrates social responsibility. Strategic planning is guided by corporate culture management and control. Corporate strategy and corporate culture produce superimposed and synergistic effects, so that strategic deployment can be effectively implemented and planning goals can become reality.

Build a conceptual culture and cultivate corporate values ??

Corporate values ??are the ideas and codes of conduct formed by an enterprise in its business operations, and are the soul of corporate culture.

(1) Adhere to customer orientation and establish the corporate values ??of "only the development of customers can lead to the development of the enterprise". This value includes three meanings: customers are the foundation of enterprise development; the interests of customers are the interests of the enterprise; enterprise development must be conducive to the development of customers. It reflects the company's sense of social responsibility and clarifies the interdependent relationship between the company and its customers. Customer first means that among all the stakeholders of the enterprise, customers are the most important. Only by meeting customer needs to the greatest extent, reducing customer costs, and serving customer development; must we regard customer requirements as orders and customer complaints as business opportunities. Only by taking the development of customers as our responsibility can we ensure the interests of the company and its employees. Only then can the company have more resources, win a larger market, and seek faster development. It is necessary to set customer first as one of the core value orientations of corporate culture. Through extensive publicity, guidance and application to employees, it should be penetrated into all aspects of corporate operation, management and service, and ultimately maximize the economic benefits of the company.

(2) Adhere to employees as the main body and establish the corporate values ??of "respecting employees' self-realization". This value includes three aspects: employees are the owners of the enterprise; every employee is a talent; employees' personal value goals are consistent with the realization of the enterprise group value goals. People are the main body of an enterprise and the carrier of the enterprise. We must vigorously advocate the cultural concept of "people-oriented" and create a cultural atmosphere of "respecting people, understanding people, and caring for people". We must focus and focus on employee development to assist people. Promote enterprise development. For enterprises, it is necessary to respect the personality of employees and be as tolerant as possible; value employees' value and help realize it; encourage employees' creativity and reward them; grasp employees' behavior and help standardize it; realize the sharing of spirit between the enterprise and employees. Benefits are shared and success is shared. Only in this way can the company's constraints on employee creativity be broken and the suppression of employee enthusiasm be avoided. For employees, they must perceive and identify with the company's values, and fulfill their responsibilities for the company with their sincere attitude, proficient skills, and solid style. Only in this way can employees correctly handle the relationship between individuals and the company, achieve an organic combination of self-development and corporate development, and realize personal self-worth in the process of achieving corporate goals.

(3) Adhere to the focus on efficiency and establish the corporate values ????that "only dedication can make an enterprise stronger". This value includes three meanings: employees dedicate themselves to the enterprise; the enterprise dedicates itself to society; "dedication" wins benefits for the enterprise and promotes its growth. As we all know, the goal pursued by an enterprise is to maximize its benefits, which is the source of power for its development and growth. How an enterprise can continue to develop and grow in strength in the fierce market competition depends on employees' attitude towards the enterprise. Although each employee in the enterprise has a different division of labor, they all have specific positions, and their work affects the development of the enterprise to varying degrees. Therefore, dedication to the enterprise is the correct attitude of employees towards the enterprise. In addition, contribution to society is also a requirement for self-development of enterprises. Without the contribution of enterprises to society, there will be no return from society to enterprises.

Employees should proceed from the overall interests of the enterprise, regard the development of the enterprise as their own pursuit, regard the success of the enterprise as their own glory, be loyal to the enterprise, devote themselves to the enterprise, and create maximum economic benefits for the enterprise. At the same time, enterprises must sincerely serve the society, win the trust of the people, and use "social satisfaction" as the service standard to create maximum social benefits for the enterprise. Only in this way can enterprises seek development in a good social atmosphere and strengthen themselves in the common progress of society.

Building spiritual culture and cultivating entrepreneurial spirit

Enterprise spirit is the sum of corporate purpose, business philosophy, work goals and specific measures. It is the purpose for enterprises to seek survival and development and achieve established goals. The spiritual beliefs, cultural traditions and group consciousness accumulated, integrated and refined in the long-term corporate culture construction and reflecting the same value orientation of employees are the concentrated expression of corporate value and the core of corporate culture.

First, the innovative spirit of pioneering. Innovation is the soul of enterprise progress and the inexhaustible driving force for enterprise prosperity. It means breaking with tradition and challenging the future. The spirit of innovation is the key to improving the core competitiveness of an enterprise. IBM is one of the multinational companies with the best change management capabilities. In the early 1990s, Gerstner led a huge change, decisively and gradually withdrawing from the personal computer manufacturing business, transforming the core business into "middleware" level software and services, and achieving the most unlikely elephant "turn around". Since then, IBM has always regarded change management as its core management and control capability. In 2002, it acquired the consulting business unit of PricewaterhouseCoopers at a high price. In 2008, it launched "Smart Planet" based on its positioning as a general contractor for information management and commercial operations. In the next 10 years, IBM will Annual sales of consulting and business operations outsourcing services are expected to reach US$50 billion. At the same time, the number of employees engaged in business consulting and services at IBM has increased from 3,000 to 50,000 in 2002, with the number of employees increasing by 10,000 per year. In 2012 alone, it acquired more than a dozen business service companies, including DAKSH, an Indian company specializing in user relationship management with 6,000 employees. IBM has demonstrated the courage to constantly challenge itself, the spirit of positive change, and the spirit of a leader in the midst of change. Courage, courage and extraordinary ability to change are the real reasons for its prosperity for hundreds of years. ? Second, the team spirit of collaborative cooperation. Enterprises must cultivate a strong sense of teamwork among employees and transform this into a spirit, a pursuit, and a quality, so that team wisdom that is higher than individual strength can be condensed within the enterprise. Employees work together and communicate with each other to form harmonious interpersonal relationships within the company and create a good atmosphere to eliminate friction and reduce internal friction. At the same time, enterprises must strengthen their sense of unity and collaboration, extend the space for cooperation outward, and realize the spread of corporate culture. Through cultural exchanges and integration between enterprises, they can achieve a combination of forces between enterprises and realize the sublimation of corporate cultural power.

Institutional culture level

Institutional construction is not only a necessary condition for the production, operation and management of enterprises, but also an important part of the construction of corporate values. For example, for an enterprise that advocates the value of "people-oriented", its system should fully reflect this principle and fully respect, care for, and care for each employee in the form of a system, so that employees can obtain spiritual and material satisfaction in the corporate family, and employees should also be satisfied in the system. As a medium, the system understands and practices the value of "people-oriented".

Institutional culture serves as a model for employee behavioral norms. Through a fair, open and impartial reward and punishment evaluation system, advanced individuals who practice values ??are commended and rewarded, and individuals who violate values ??are punished collectively, so that individuals can Activities can be carried out reasonably, internal and external interpersonal relationships can be coordinated, and the common interests of employees are protected, so that the enterprise can be organized in an orderly manner and work hard to achieve corporate goals.

Behavioral culture level

Combined with the actual situation of enterprise reform, thoroughly implement the "Implementation Outline for Citizen Moral Construction", continuously improve and promote the "Job Standards", improve the moral and legal quality of employees, and strive to shape Create a good corporate employee image and create "brand employees" and heroes.

The first thing is to pay attention to the "shape" of the tree. Through professional training for employees in aspects such as appearance, appearance, and deportment, the external image of employees can be made more cultural.

The second is to pay attention to the tree of "gods". The biggest difference between enterprises is the difference in spirit, which is the soul of the employee image.

Only when the inner spirit is noble and perfect can the external image shine. The spirit comes from the inner quality, so it is necessary to strengthen the quality education of employees, guide employees to establish correct value orientations, cultivate employees' correct moral values ??and service concepts, and make employees more civilized.

Once again, we should pay attention to the establishment of "canons". A great era needs the support of a lofty spirit, and a great cause needs the guidance of the power of role models. The power of role models is infinite. Establishing employee models who have both "shape" and "spirit" and are recognized by the public is an effective means to shape the corporate brand image. Advanced employee models are the role models selected by employees. They are the vivid and vivid embodiment and symbol of the corporate spirit and business philosophy. They embody the excellent qualities of the Chinese nation, express the professional ethics pursuit of the people, and reflect the spirit of the times of social progress. They have a strong role of demonstration, radiation, and inheritance. Without distinctive examples, there would be no models. Unique corporate culture.

At the same time, intangible corporate culture must be perceived and experienced by employees in practice, and there must be clear role models to learn from. There must also be living role models to vividly embody this cultural connotation. , these role models can reflect the cultural pursuit of the company and the behavioral examples of employees, so that employees can regulate their own behavior by learning from role models and make their own efforts to improve corporate culture.

Material and cultural level

Build postal brand culture and shape corporate image. Corporate image refers to the overall impression and evaluation of the company by the general public and employees. It is a concentrated expression of the corporate spirit, style, characteristics, and concepts. It is the reputation that the company has established in society through various methods. It is the way customers identify the company to the outside world. A bridge that shows off its style. A good corporate image is an intangible asset of the company. Internally, it helps the employees of the company to have a sense of honor and enhance their self-confidence and cohesion. Externally, the corporate image is an important resource for the company to win and helps to promote the company's business development and market development. Corporate image building is an image culture strategy. It is a company's in-depth practice of its own concept identification, behavior identification, and visual identification to make it more unique and distinctive. At the same time, it uses various publicity methods and carriers to convey corporate culture. To generate strong brand awareness and identity. Relying on brand culture to run an enterprise and create a distinctive corporate image can bring new business methods to the enterprise and win huge returns.

Give full play to the group’s advantages, intensify the standardization of brand logos and corporate cultural environment, and enhance the penetration of the group’s corporate culture. Externally, brand communication must be the main means to highlight the output of value concepts. Obtain recognition and understanding from all sectors of society; internally, employees must have a deep understanding, recognition and practice of the company's basic values ??and codes of conduct to enhance the influence of the group's culture.

4. The starting point of cultural control of the Postal Group

Employing personnel to implement implementation

Corporate culture control is a long-term and arduous task that requires top-down cooperation of personnel. If the personnel are not in place, cultural control will be powerless and empty talk. Personnel implementation includes three levels: first, the leader should carry the banner; second, the leadership team should work hard to promote; third, the permanent organization should grasp it for a long time.

Leadership behavior determines the formation of culture. As the economics master Samuelson said, entrepreneurs are the heart that drives the operation of enterprises. There is reason to pay special attention to the heart. Leadership behavior determined by the leader's character, temperament, abilities, personality tendencies, etc. plays a dominant role in corporate culture control.

Entrepreneurs create, advocate, and manage corporate culture. His values ??determine the tone of corporate culture. The demonstration role of entrepreneurs (leaders) is related to the success or failure of cultural control. As the American management scientist Bones pointed out in his famous book "Leadership": Entrepreneurial leaders should be "preachers" and "missionaries" who use every opportunity to spread and instill corporate values ????in everyone. The success of instilling values ??does not depend on whether the leader has extraordinary imagination. On the contrary, this success requires the leader to personally practice the values ??he has worked hard to establish, and to achieve it meticulously, down-to-earth, and persistently. At the same time, It also requires continuous improvement of this value with extraordinary perseverance.

Cultural management involves a wide range of areas, has a long cycle, and involves a large number of specific professional tasks. Therefore, it is necessary to straighten out the leadership system, establish a cultural construction leadership organization, and clearly define the person in charge, the competent department, and the staff. A top-down leadership organization must be formed within the group and implemented at all levels to ensure the effectiveness of management and control. A cultural control leading group will be formed by leaders from both the party and government parties. The Propaganda Department or Human Resources Department of the Party Committee will serve as the functional department for cultural control. A corporate culture department can also be set up specifically to form a corporate culture department, human resources department or general manager. The office is in charge of all aspects of management. A strong organizational structure can provide organizational guarantee for the systematic operation of cultural management and control, and also lay the foundation for the solid and effective advancement of corporate culture construction.

Establish a communication network

Use possible media to establish a communication network for corporate culture control. Through this network, corporate values, vision, corporate spirit, corporate ethics, behavioral norms and other corporate culture are conveyed to all employees and radiated to the entire group. Generally, the following communication network can be established:

(1) Prepare a "Corporate Culture Manual" and distribute it to every employee as a basis for the implementation of corporate culture within the group. The content of the "Corporate Culture Manual" generally includes the corporate logo, corporate vision and corporate purpose, employee behavioral norms, service norms, etc., and builds a culture consisting of brand culture, service culture, talent culture, integrity culture, organizational change culture, competition culture, and social responsibility. Culture, safety culture, etc. form a complete set of group culture management and control system.

(2) Expand the way of external publicity, fully understand the role of the news media, formulate a good publicity plan to avoid different voices, strengthen corporate public relations, and organize and plan corporate culture projects that have an impact on the whole society every year , enhance brand awareness and cultural influence.

(3) Use online newspapers and periodicals within the group to strengthen corporate culture dissemination and control effects.

Promotional content includes major events in production and operation management, important policies, guidelines, decisions, and speeches of main leaders, information from the market and users, exclusive interviews with corporate figures, information on corporate public relations activities, Arguments from different viewpoints, analysis of typical cases, etc.

(4) Use some special festivals or commemorative celebrations to compile and publish books and albums on corporate culture, hold corporate culture exhibitions, and systematize publicity.

(5) Construct multiple communication channels, such as bulletin boards, billboards, symposiums, manager mailboxes, etc. to ensure the smooth flow of bottom-up, top-down and horizontal information.

Carriers of ceremonies and activities

Provide training on corporate culture knowledge. Organize the compilation of relevant promotional materials and adopt a combination of training and self-study so that all cadres and employees generally master the basic knowledge and basic theories of corporate culture. The passing rate of the basic knowledge assessment of corporate culture is 100%.

Through speech contests, seminars, essay collections, leadership presentations, etc., all employees can clarify the corporate vision, goals, corporate philosophy and corporate spirit, and inspire employees to set their own development goals based on the corporate vision.

By holding corporate business philosophy seminars, debates, expert lectures and other activities, employees are guided to examine existing work and self-reflection with new business concepts. Those that are inconsistent with the advocacy culture must be resolutely corrected, and those that are consistent with the advocacy culture must be strengthened. Build an internal control atmosphere in the organization to guide employees, especially middle-level and above managers, to enhance execution, integrate work realities, and develop innovatively.

The construction of corporate culture is to influence, cultivate and shape people through organizational atmosphere; to carry out the learning and promotion of group culture in a planned, hierarchical and multi-form manner, so that the core values ??can be truly internalized and externalized In shape, solidified in system. Realize the complete integration of concepts, spirit, image, system and group culture, truly take root and become the soul of enterprise development.