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At present, China is setting off the second climax of corporate culture construction, which shows that corporate culture construction has once again attracted great attention of Chinese people. However, reviewing the course of corporate culture construction in China since the 198s and carefully examining the development status of this cause, especially the corporate culture construction of state-owned enterprises, we find that many gratifying achievements have been made in theory and practice.

one of the problems: flashy, seemingly divorced from the spirit

vanity is a relatively common phenomenon that has existed in the construction of our corporate culture for many years, and its main manifestations are as follows: ① following the trend, following the fashion, having a little taste, and being suddenly and violently cold. Regard corporate culture as fashion, watch others take immediate action, hear where there will be a meeting, and quickly compile discussion materials, and then put them on the shelf, with the intention of doing it overnight, without long-term efforts. (2) show, superficial, bluffing, grandstanding. The introduction of CIS (corporate image strategy or corporate identity system), or even the introduction of MIS (mind identity) or VIS (visual identification) instead of corporate culture, has loud slogans, exquisite manuals and uniform clothes, but it's just a lot of fuss. (3) plagiarism, sameness, mechanically, the same. The values, beliefs and business philosophy are familiar, the corporate logo lacks individuality, the system, norms and behavior patterns coincide, especially the entrepreneurial spirit, which is like a cat painting a tiger, echoing others' opinions and is mostly nonsense that is universally applicable, and corporate culture with its own characteristics is rare. 4 superficial, vulgar, disorganized and unintelligible. Don't understand the true connotation of corporate culture, some just carry out corporate cultural and sports activities and welfare activities (that is, the hodgepodge that can be seen in the corporate culture page of its corporate website); Some just put the past ideological and political work, spiritual civilization construction, democratic management and other work contents into the "basket" of corporate culture; Others confuse the concepts of "purpose", "spirit", "idea", "criterion" and "style". (5) disjointed, two layers of skin, words and deeds, duplicity. Open one's mouth "values", "ideas" and "image", and close one's mouth "vision" and "mission", and only stay in one's mouth, wall, notebook and TV newspaper, or don't intend to move the real chapter at all, or do one thing at a time, like false advertisements, and regard corporate culture as a signboard and cover for tree image.

the second problem: quick success and instant benefit, putting the cart before the horse

the above situation is summarized as emphasizing form over content, emphasizing language over behavior, and in the final analysis, it is also a manifestation of quick success and instant benefit in different ways and degrees or putting the cart before the horse. At present, in the construction of corporate culture, the deeper expression of quick success and instant benefit and putting the cart before the horse is the dislocation of the pursuit of corporate value. Some enterprises think that they are well versed in traditional economic theories and hate the pain of "enterprises running society". While longing for complete separation of government from enterprises, they think that enterprises are "profitable economic organizations" and profit maximization is their eternal goal. Furthermore, it is believed that the so-called corporate culture is the organizational behavior pattern and atmosphere formed by the combination of various ways and methods adopted by enterprises to achieve profitability. There are generally three manifestations in concrete practice: first, maximizing profits is the first goal of enterprises. It is believed that the survival of an enterprise needs cost and the development needs capital investment, which are all solved by profit. Profit is the premise and prerequisite. In the logical order, profit comes first and then others. Profit maximization is the first and foremost goal of an enterprise. The second is to maximize profits as the main purpose of enterprises. It is believed that an enterprise exists because it can transform various elements in form and function through production and operation, and gain profits. Development is the last word, only increasing profits is development, and everything else can be put aside. In the thinking mode, profit maximization is regarded as the core task and fundamental purpose of an enterprise. Third, on the surface, it shouts dedication to society, but in fact it is mercenary. Appears to be responsible for state-owned assets and workers' interests, claiming that "all inputs should be focused on output" and "no money can be spent without benefits", concerned about how much direct economic benefits corporate culture can bring to enterprises, and all activities of all people in enterprises should revolve around economic benefits. These understandings and practices all emphasize that enterprises are economic organizations and forget their social cell functions, and emphasize their own economic value and abandon their social value to the public, which runs counter to the requirements of the CPC Central Committee to build a harmonious socialist society and adhere to Scientific Outlook on Development. These are essentially pursuing the end. These enterprises are often opportunistic and unscrupulous, consciously or unconsciously, in order to obtain profits. They unilaterally pursue their immediate and short-term economic interests at the expense of public interests, satisfying temporary food and clothing and enjoyment, but damaging their long-term health and vitality.

the third problem: frequent revisions, arbitrary

corporate culture expressions are frequently revised, usually in the name of reform and innovation. Or it is the change of ideas, or the adjustment of strategies and tactics, or the innovation of organization and behavior, and the elements of corporate culture often change greatly.

corporate culture should keep pace with the times, but it can't always be the same. Especially in the context of enterprise restructuring and deepening reform, it is absolutely necessary to adjust and improve the corporate culture through in-depth research and careful analysis of the changes in enterprise system, production mode and personnel structure after reform and reorganization. However, it must be noted that culture has strong stability, and corporate culture is nurtured and formed in the long-term practice of enterprises. It has both the eternal pursuit of values and the consistent practice of behavior. It is a cultural system with traditional significance, and it needs long-term cultivation and pursuit by entrepreneurs and all employees. The stability of corporate culture is due to its relatively stable material and cultural foundation, the long-term and complexity of its formation process, and the objective need for it to play its own functions. It is expected that it will show lasting charm to society and the market and play an inspiring, cohesive, guiding, inspiring, coordinating and standardizing role for internal teams, so it is of course not appropriate to modify it frequently. If you come up with a new set of management ideas, ideas and methods at will, or even put forward a few slogans with four or six characters at will, which is also called reform and innovation, the corporate culture will change its tune after three or two years, which will not only confuse employees, but also confuse customers, and it is bound to be difficult to establish a unique corporate image. We don't have to judge whether the corporate culture elements of an enterprise are right or wrong, which is better or worse, but as a systematic project, if a new set of drawings is replaced as part of the construction, then no matter how new the drawings are, I'm afraid we can't build a good project.

The reasons for the above phenomenon are very complicated, including the problems of the system and mechanism of state-owned enterprises, the problems of the ideology, understanding, level and ability of entrepreneurs and organizers of corporate culture construction, and of course the problems of the staff. These problems are inseparable from the current situation of the reform and development of state-owned enterprises. As for corporate culture and the system and mechanism of state-owned enterprises, there is a view that the history of enterprise management is divided into several stages, such as empirical management stage, scientific management stage and modern management stage, while corporate culture is a higher-level management mode after modern management stage, and the current management level of domestic enterprises is still at the empirical system management level, and the conclusion is that it is not suitable for corporate culture. I can't agree with this conclusion. Just as we can't wait for China to realize capitalist modernization before carrying out socialist revolution, we can't wait for state-owned enterprises to reform and develop into modern enterprises before starting to build corporate culture. There are still some disputes about the relationship between entrepreneurs, enterprises and corporate culture, such as whether there are entrepreneurs in state-owned enterprises and whether corporate culture is boss culture, etc. I think these disputes have no practical significance. No matter how to argue, in reality, the president and manager of state-owned enterprises are the highest authority and senior management personnel of the enterprise after all. We can put "boss" in quotation marks, but his influence on the corporate culture of this enterprise is both direct and far-reaching, and his role in corporate culture construction is beyond doubt. Therefore, the author's following suggestions focus on the organizers of corporate culture construction, especially the "boss".

one suggestion: study hard and correctly grasp the connotation and key points of corporate culture. It is said that there are more than 18 kinds of definitions of corporate culture (there are also 5 kinds and 5 kinds of theories), which gives people the feeling that corporate culture is very mysterious. In fact, corporate culture is not complicated, it is a kind of corporate management thought, management science and management art, with values as its core, ideas, logos, strategies, systems and processes with these values as its core as its representation and support, and corporate behavior with these values as its core as its concrete embodiment. Corporate culture construction should not be confused with ideological and political work and spiritual civilization construction, and should not be divorced from management.

suggestion 2: attach great importance to it and put it in an important position. Corporate culture is indeed an advanced management theory that has been proved by practice. It is not a beautiful veil. If we really pay attention to it, we can't cut corners and deceive ourselves.

suggestion 3: investigate and study to get a deeper understanding of your own enterprise. A long-lasting enterprise has its own soul. Corporate culture can't be immediate, so we should adapt to the development of enterprise productivity and the ideological reality of the workforce, especially the state-owned enterprises in the process of reform and restructuring, pay more attention to inheriting and carrying forward the excellent cultural accumulation formed by enterprises for a long time, accurately grasp the characteristics and development direction of enterprises after reform and restructuring, pay attention to operability, repeatedly consider and temper, and persevere and gradually improve; The elements of corporate culture must be recognized by most or even all employees, and the masses should be widely mobilized, trusted and relied on, so that the process of construction will become a process of arousing psychological voices, signing spiritual contracts, forming * * * knowledge and * * * struggling together; Although there are many similarities between enterprises, the particularity of each enterprise is often more valuable. It is necessary to enhance pertinence and have its own characteristics, and do not engage in simple takenism, painting tigers and dogs and making people laugh.

suggestion 4: base on the fundamentals and highlight the construction of core values. Corporate culture is the survival philosophy and life engineering of enterprises, value is the meaning of life, and values are the foundation of corporate culture, as well as the survival and development of enterprises. The relationship between economic benefits and social benefits is the core issue of enterprise values. Enterprises are not just money-making machines. Taking social responsibility and building a harmonious society are the primary values of corporate culture. People-oriented should include both business people and social people. It is the maximization of corporate social value and the perfect realm of corporate culture to promote the common development of enterprises, employees and society with the high harmony of personal interests, corporate interests and social interests. We must adhere to the dialectical unity of utilitarian goals and lofty purposes, abide by business integrity and enterprise ethics, strive to sublimate the personality and taste of enterprises, so that internal forces can be continuously aggregated, deepened and expanded, and enterprises can achieve self-transcendence and longevity. Profit is a by-product of doing a good job. Short-term behavior in business, pragmatism with profit as the highest goal or even the only goal can only increase the risk cost, kill the goose that lays the golden egg and accelerate the termination of enterprise life. It is true that the establishment of organizational values is based on the recognition of its internal members. However, the actual positioning of the internal interest subjects of state-owned enterprises-owners, operators and laborers has not been really solved. Compared with other enterprises, the relationship between the three has a special complexity, which makes it more difficult to establish their * * * values.

suggestion 5: shoulder the mission and innovate in inheritance. The "boss" of an enterprise is the chief creative person, chief designer, chief architect, theoretical director and practical leader of the enterprise culture. This responsibility runs through the aspects and processes of the conception, planning, excavation, refining, implementation, deepening, optimization and dissemination of the enterprise culture until his personal resignation or the disappearance of the enterprise. The frequent transposition of "bosses" in state-owned enterprises has seriously affected the construction of corporate culture in some enterprises, but under the existing management system, we can only place our hopes on the bosses of some enterprises: pay attention to the relative stability of culture, and the so-called "culture-oriented people" is not "culture-oriented people", and corporate culture cannot be fickle, so predecessors should attach importance to corporate culture and lay a good foundation; The successor should attach importance to the long-term development of the enterprise, do not seek fame and seek fame, do not regard the corporate culture as an unconventional ornament, carry forward the past and forge ahead, weaken the bad culture and strengthen the excellent culture.

suggestion 6: improve the system, implement and enhance the corporate culture in the implementation. Corporate culture is the soul of enterprise management, not its shadow. As far as China is concerned, the so-called corporate culture, which is divorced from the system and confined to the system between the party and the masses and stays in the ideological field, is just a superficial, illusory and subjective cultural phenomenon. To make it true and implement, we must start with the system and the implementation. Elegant language does not necessarily originate from noble mind, and behavior is the most appealing banner. Corporate culture should be cultivated both internally and externally. It is necessary to take the idea as the inner offer and guide, the system as the external norm and guarantee, and self-discipline and heteronomy should be combined. First, excellent ideas should be transformed into enterprise systems, processes and specific behaviors of employees, and then ideas can become the sublimation of systems, and behavioral norms can become cultural norms. It is necessary to establish a sound institutional system, counteract rejection through long-term institutional constraints and habit formation, internalize values, purposes and beliefs in the mind, externalize and solidify them in behavior, make them linked and unified, form a long-term mechanism, and gradually enter a highly unified conscious and dynamic mental state to create a new realm of corporate culture.

many problems in the corporate culture construction of state-owned enterprises are intertwined, which can not be solved only by the "boss" level, nor can it be solved in a short period of time. We place our hopes on the theoretical and business circles, and look forward to a truly modern enterprise system.

paper 2: "problems and ideas in the cultural construction of state-owned enterprises"

1. the meaning and importance of corporate culture

up to now, there is no unified understanding of corporate culture, and there are different opinions. I think that the concept of corporate culture is actually the sum of corporate thinking and behavior habits, while corporate values, corporate vision, business philosophy, moral standards and code of conduct are all. Corporate culture is also an organic part of the social and cultural system, with obvious national characteristics. The traditional culture led by Confucianism has cultivated the morality and quality of China people for generations, but at the same time, thousands of years of feudal rule has also handcuffed people's hearts. This conflict between politics and civilization has created a unique cultural background of China enterprises, which not only attaches importance to people's moral cultivation, but also highlights the characteristics of bureaucracy, egalitarianism, moderation and lack of innovation.

the importance of corporate culture to enterprises is self-evident. Internally, it is like a bright light to guide the survival and development of enterprises. Externally, it is like a work of art, which is displayed to the society and shows its value. Enterprises that have not shaped the core corporate culture may be able to survive, but they will never last long.

Second, China's modern state-owned enterprise culture under the gorgeous coat

Stimulated by the development of market economy and commodity market, more and more enterprises attach importance to the construction of corporate culture, and the corporate culture of the United States and Japan is widely imported, among which there are many people of insight who guide enterprises to embark on the road of revitalization, but many state-owned enterprises.