Existing problems and countermeasures in the cultural construction of non-public enterprises: A collection of corporate culture slogans

Corporate culture construction is the key to promoting the healthy and sustainable development of the non-public economy. How to promote the cultural construction of non-public enterprises? Our research team selected 16 representative non-public enterprises for investigation. Each enterprise issued 20 questionnaires, and the total number of questionnaires was 320. At the same time, surveys were conducted in the form of discussions and interviews. The survey found that in terms of cultural concepts and core spirits of non-public enterprises, 40% of companies have their own core cultural concepts and have proposed a humanized management model. For example, Hebei Xiaoyangren Biological Dairy Co., Ltd. advocates the corporate culture concept of "people-oriented and morality-based". In terms of the construction of employee cultural positions, 90% of non-public enterprises have written propaganda, mainly window promotion. Large-scale and profitable enterprises have activity rooms, libraries, staff homes and sports venues. 30% of enterprises have formed a systematic learning system and have regular education, learning, and training activities. In terms of corporate party building, 16 companies have established party organizations and have trade unions, which are organized, institutional and team-based, and have played a certain role as a bridge.

To sum up the survey results, overall, the cultural construction of non-public enterprises has shown a good momentum of development, and is moving from spontaneous to conscious, from individual construction to overall advancement. The first is to pay attention to the business philosophy of the enterprise. Many companies have vigorously implemented the development strategy of "culture thrives and brands open the way". The second is to adhere to the entrepreneurial spirit of reform and innovation. In recent years, the innovation characteristic of non-public enterprises has become more and more prominent, and more and more enterprises are transforming from traditional industries to high-tech industries. The third is to implement the development strategy of developing enterprises through talents. Non-public enterprises attach great importance to attracting high-quality talents to lay a solid foundation for the development of enterprises.

1. Existing problems

The development trend of cultural construction in non-public enterprises is encouraging, but existing problems cannot be ignored. The main manifestations are:

( 1) Corporate culture lacks connotation and is superficial. Many business managers are unable to truly realize the importance of corporate culture for operation and management, reform and development, and one-sidedly believe that if the company's cultural, entertainment and sports activities are well carried out, corporate culture is established, which leads to the construction of corporate culture and operation management. Two layers of skin.

(2) Isolated corporate culture and short-term behavior. Due to insufficient understanding of the long-term nature of corporate culture construction, there is no plan for cultural construction work, the work is carried out very randomly, and there is a lack of comprehensive and complete planning plans and detailed and feasible long-term plans.

(3) Corporate culture lacks individuality and tends to be the same. There is a lack of in-depth analysis, summary and refinement of the company's development history and cultural accumulation. The corporate culture does not show the unique cultural color of the company, cannot generate strong cohesion and centripetal force for employees, and cannot enable the public to identify the company through these spiritual cultures. Image, generates recognition and choice of the enterprise.

(4) Employee participation is low and their role is insufficient. If the corporate culture does not have the participation of employees, it may encounter resistance or non-cooperation during implementation. Then, no matter how perfect the corporate culture is, it will not be able to work. The current status quo is that many companies only keep the construction of corporate culture on the surface, without going deep into the employees. Without strong recognition from employees, they cannot play the positive role of corporate culture.

2. Cause analysis

(1) Insufficient understanding of corporate culture construction. Although the construction of corporate culture has been recognized and valued by most companies, there are also a considerable number of companies where entrepreneurs' ideas and values ??are limited to economic aspects, do not care about or disrespect employees, and do not put social interests and national interests first. Corporate culture has not been developed to a higher level.

(2) Leaders lack long-term strategic vision. Entrepreneurs are the core force of corporate culture construction and are leaders, designers and builders. Therefore, entrepreneurs' spiritual quality, ability quality, knowledge quality and conceptual quality directly determine the direction of corporate culture construction. However, from the current point of view, the leaders of some non-public enterprises are not of high quality and lack long-term strategic vision, which has restricted the development and progress of corporate culture.

(3) The human factor is ignored in the construction of corporate culture. Affected by the traditional management model, it is ignored that every employee is a human being with flesh and blood and needs for self-human growth.

Therefore, in the construction of corporate culture, a top-down approach is often adopted, lacking bottom-up communication and feedback. Employees do not participate in the construction of corporate culture, which increases the resistance and obstacles in the promotion of corporate culture and makes it difficult to achieve It is difficult to achieve the expected goals and give full play to the influence of corporate culture.

(4) Party building work has not been fully carried out. The party building work of some party organizations is superficial, and they have not seriously thought about how to combine the actual situation of the enterprise to promote the construction of corporate culture. They cannot make full use of political advantages, policy advantages, organizational advantages, propaganda advantages and mass line advantages to effectively mobilize positive factors and promote The enterprise develops healthily.

3. Countermeasures

(1) Pay attention to the construction of corporate culture and grasp the connotation of corporate culture. First of all, we must attach great importance to the construction of corporate culture and put the establishment of corporate values ????and corporate spirit at the top of the construction of corporate culture. The second is to deeply understand the connotation of corporate culture. One is the penetration of values. The success of an enterprise stems from employees' recognition, belief and practice of the organization's values. If an enterprise wants to determine its own values, it must start from the actual situation of the enterprise. The second is the issue of loyalty, that is, the issue of corporate cohesion. Improving employees' loyalty to the company is to make employees happy and grow while working in the company. The third is the issue of harmonious enterprises and harmonious society. Strengthen the construction of corporate social responsibility culture and enhance the overall sense of responsibility and moral level of the enterprise. Not only is it helpful for the long-term development of the enterprise, but it is also a requirement for building a harmonious enterprise and a harmonious society.

(2) Adhere to the people-oriented corporate culture spirit. First, corporate leadership should establish a people-oriented cultural management concept. We truly understand, respect, inspire and care for people, create a warm, comfortable and beautiful working environment for employees, and create harmonious interpersonal relationships. Second, in the process of cultural construction, employees’ consciousness should be integrated into the process, and the main body should be highlighted and relied on. The connotation of corporate culture can be organically combined in reflecting the development direction of the enterprise and reflecting the will and fundamental interests of employees. Provide employees with a cultural atmosphere on a broad stage and encourage employees to give full play to their talents.

(3) Establish and improve the enterprise management system. To establish and improve the institutional culture that employees of the enterprise follow uniformly to provide a strong institutional guarantee for the long-term development of the enterprise, we must first formulate various rules, regulations and processes such as job responsibility systems, and improve a set of scientific management systems suitable for the enterprise. , ensure the effective operation of a dynamic and passionate management mechanism, and stimulate employees' sense of responsibility and "ownership" awareness. Secondly, through on-the-job training and other learning mechanisms, enhance the awareness of self-reliance, competition, efficiency, democracy and legality, and pioneering and innovative awareness of all employees to enhance their ideological realm, improve their sense of belonging and self-discipline, and thereby realize employee value The organic unity of sublimation and vigorous development of enterprises accelerates the development of enterprises. Third, we must establish an incentive mechanism to reward employees with benefits. Form a virtuous cycle in which employees contribute to the company and the company rewards its employees, promoting employees' loyalty to the company and dedication to their work.

(4) Corporate culture construction must continue to innovate. Innovation is the eternal theme of enterprises. Without innovation, there will be no transcendence. In a sense, innovation is the cultural core of all outstanding companies. First, create an innovative atmosphere, create an innovative external environment, stimulate and cultivate employees' innovative awareness, and provide an innovative platform for all employees. Pay attention to discovering, summarizing, and improving the unique innovative core. The second is to create a learning organization. Based on the same vision, characterized by team learning, and focusing on enhancing the company's learning ability, it increases knowledge accumulation, cultivates innovation capabilities, cultivates team spirit, cultivates a harmonious internal atmosphere, and enhances the company's competitiveness.

(5) Give full play to the advantages of party building. The government should strengthen guidance on the cultural construction of non-public enterprises so that the cultural construction of non-public enterprises can be carried out smoothly. Establish a "big party building" model with the party branch as the core, the labor union organization as the link, and the "party, labor union" troika running hand in hand. In actual work, the party organization of the enterprise must understand the ideological situation of employees, communicate with the administrative team of the enterprise in a timely manner to solve possible problems, and effectively play the vanguard and exemplary role of the party organization and party members.

Since last year, our city has explored and implemented the policy of “maintaining the long-term interests of enterprises, safeguarding the legitimate rights and interests of employees, optimizing the establishment of party organizations, optimizing the structure of party members, institutionalizing party organization activities, and normalizing party organizations’ participation in corporate decision-making. "Strive to create advanced grassroots party organizations and strive to be outstanding Communist Party members" is an important carrier to strengthen party building in non-public enterprises, which has achieved good results and promoted the scientific development of non-public enterprises.

(This topic is a project established by the Hebei Ideological and Political Work Research Association in 2012. No.: HBSZKT-2012076. Author: Wang Baohui, Zhang Zhaoru, Zhang Hongfeng, Wang Hongfang)