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How to improve corporate culture

If a company wants to improve its corporate culture, how should it improve it? Is there any good way to improve corporate culture? I have brought you relevant knowledge about how to improve corporate culture. Perhaps one of them There's just what you need.

A brief discussion on improving the independent innovation ability of corporate culture

Corporate culture is the company’s precious spiritual wealth. Cultivating a good corporate culture can form strong cohesion and creativity among the company's employees, and can promote the management of the entire company to a higher level.

But for a long time, some of our companies, when it comes to corporate culture, they think it means singing, publishing blackboard newspapers, and donating some money to the society. Treating corporate culture as an embellishment or a vase does not elevate corporate culture to a higher level. Corporate culture generally lacks the ability and spirit of independent innovation.

I think that to improve the independent innovation ability of corporate culture, we must do the following aspects:

1. The principle of "people-oriented". Employees should be regarded as the main objects of management and the company's most important resources, and should always be people-centered, fully reflect employees' ideological and cultural awareness, and stimulate employees' desire for innovation.

2. The principle that employees are the main body of the company. Emphasizing that employees are not only the main body of the company, but also the owners of the company, the company's responsibilities and employees' future must be organically integrated into the company's goals. Realize the organic unity of the sublimation of employees' own value and the company's development, so that employees can find a sense of pride and honor in corporate cultural innovation.

3. Leaders take the lead in setting an example. Corporate culture construction is a strategic and long-term work. In this process, corporate leaders must be advanced, in-depth, take the lead, be innovative and make achievements.

4. Highlight characteristics and pursue excellence. It is necessary to highlight the distinctive personality and different characteristics of corporate culture. During the construction process, it is necessary to excavate, refine and sort out the cultural connotation with the company's distinctive characteristics based on the actual situation of the company. At the same time, we must reflect the advanced level of the times and make all employees appreciate our corporate culture, so that in this advanced corporate culture, we can resonate with society and achieve the goal of everyone pursuing excellence and everyone creating excellence. .

Improve the awareness and recognition of corporate culture

Cultural management is a new type of modern enterprise management method, which is increasingly valued by enterprises, but in practice Many companies often have advanced concepts but backward behaviors. We believe that the key to the problem lies in the failure to accurately grasp the essence of corporate culture management and the failure to effectively improve the awareness and recognition of corporate culture.

1. The meaning of corporate culture management

Corporate culture refers to the sum of a series of concepts and behaviors that are generally recognized and consciously followed by employees of the company at this stage, usually expressed as the company's Mission, vision, values, management model, code of conduct, ethics and inherited traditions and habits, etc.

To understand corporate culture, we need to pay attention to the following two points:

First, only the elements that achieve a common sense can be called culture. If the new things proposed by the enterprise have not reached a certain level of consciousness, they cannot be called culture at present. They can only be said to be cultural seeds that may become culture in the future. Corporate culture represents the company's unique value judgment and value orientation, that is, the common sense of most employees. Of course, knowledge is usually relative. In real life, it is often difficult to imagine that all employees in an enterprise have only one thought and one judgment. Because people's qualities are uneven, their pursuits are diversified, and their concepts are even more complex and diverse. Therefore, corporate culture can usually only be the relative common sense, that is, the common sense of most people;

Second, culture must be intrinsic. Once the concepts and behaviors advocated by the company reach universal consciousness and are recognized by the employees and become the company's culture, these concepts and behaviors will be consciously followed by the employees.

We believe that corporate culture management means to enable employees to form an awareness and identify with the cultural propositions advocated by the company through cultural construction, so that the culture can effectively guide, inspire, cohere, and Constraints and other functions to achieve a modern management method of multi-level autonomous management to the greatest extent.

2. The proposal of corporate culture awareness and recognition

(1) The psychological process of corporate culture formation

What is the formation of culture? This is Concepts and rules are a process in which corporate employees generally understand and ultimately produce conscious behavior. This process can be roughly divided into three steps, namely familiarity, recognition and recognition of culture. Culture is a process of gradual awakening, step by step.

1. Be familiar with such a culture

To establish such a culture, we must first make employees familiar with the culture advocated by the enterprise. Enterprises can disseminate cultural information through a complete set of cultural information networks, such as internal magazines, TV stations, intranets, BBS, slogans, institutional texts, training and other methods. Employees are exposed to this information and feel what the culture is like, thereby gradually understanding and becoming familiar with the cultural language, symbols, methods, processes, concepts and rules of the enterprise.

2. Cognition? Such? A kind of culture

Familiarity is the basis and premise of cognition. Recognizing such a culture means letting employees understand why such a culture is necessary. It is an understanding of such a culture. Comprehension not only means memorizing and understanding a large amount of information, but also means a deep understanding and deep grasp of cultural concepts and values. Employees truly understand the true meaning of culture from the large amount of information they are exposed to.

3. Identity? Such? A kind of culture

Cognition is the basis and premise of identification. Identify with such a culture, that is, employees have become conscious of such a culture, and such a culture has been internalized as part of themselves. Employees not only realize the significance and important role of culture, but also understand the essence of culture. They also have emotional experience with culture, form a positive attitude towards it, and are willing to act according to the guidance of culture. When culture becomes universal consciousness, the introduction of corporate culture is truly completed.

In summary, the formation of corporate culture must first enable employees to achieve a general * consciousness, that is, be familiar with the culture advocated by the company and be able to recognize the significance of the new culture; secondly, before achieving * On the basis of ** knowledge, we must further identify with the cultural proposition of the company and consciously act in accordance with the requirements of the new culture. To this end, below we propose indicators to measure consciousness and identity in the process of cultural formation.

(2) Awareness of corporate culture

1. Awareness of corporate culture elements

Corporate culture elements refer to certain aspects of the enterprise An important idea, value, goal, or a system, a way of behavior, or a material and cultural phenomenon.

Corporate culture element *** awareness = (number of employees in the company who are aware of the cultural element/total number of company employees)? 100/100

2. Corporate culture system** *Knowledge

Corporate culture system refers to the entire cultural system of the enterprise, which usually includes the enterprise's conceptual culture system, institutional culture system, behavioral culture system and material culture system.

Awareness of corporate culture system = (number of employees in the company who are aware of the cultural system/total number of employees in the company)? 100/100

Although there are vast numbers of employees in an enterprise Employees have their own culture, but because the personnel and specific work content of each department in the enterprise are different, various work groups will form their own unique cultures in their respective environments. Based on corporate culture, in the enterprise In order to understand the differences between different groups, below we propose the corporate culture awareness of different groups.

3. Awareness of corporate culture elements by group

Awareness of corporate culture elements by group = (number of employees in the group who recognize the cultural element/the Total number of employees in the group)? 100/100

4. ***Awareness of the corporate culture system by group

***Awareness of the corporate culture system by group = (Awareness in the group The number of employees in this cultural system/the total number of employees in this group)? 100/100

The numerical range of the awareness degree is usually between 1 and 1. 1 represents that the new culture is created by an entrepreneur or a certain An advanced figure first proposed it alone.

(3) Corporate cultural identity

By analogy, below we propose 4 indicators to measure the cultural identity of an enterprise and its different groups:

1. Identity degree of corporate culture elements

Identity degree of corporate culture elements = (number of employees in the enterprise who identify with this cultural element/total number of employees in the enterprise)? 100/100

2. Identity of corporate culture system Degree

Identification degree of corporate culture system = (number of employees in the enterprise who identify with the cultural system/total number of employees in the enterprise)? 100/100

3. Identity degree of corporate culture elements by group

Identification of corporate culture elements by group = (number of employees in the group who identify with the cultural element/total number of employees in the group)? 100/100

4. Identity of the corporate culture system by group

Identification of the corporate culture system by group = (number of employees in the group who identify with the cultural system/total number of employees in the group)? 100/100

The numerical range of the identification is usually between Between 1 and 1, 1 represents that the new culture was first proposed by an entrepreneur or an advanced figure alone.

3. Grasp the laws of cultural communication to effectively improve the awareness and recognition of corporate culture

(1) The laws of cultural communication

Everett ?Dr. Rogge’s research revealed the law of corporate culture spreading among corporate employees. Dr. Rogge believes that transformative ideas tend to originate from a small percentage of the group (usually about 2.5 of the total number of people), and then spread to the "early adopters" (about 13.5 of them). Once these people agree with the idea of ??change, most people will adopt it (the middle part of the normal distribution curve is about 68), and finally, the slow ones (the remaining about 15) will gradually accept the change. Thought.

(2) Ways to improve the awareness and recognition of corporate culture

The improvement of cultural awareness and recognition often goes through a process from different groups to the enterprise Overall, it is a gradual process from core cultural elements to corporate culture system.

1. The leadership forms and proposes new cultural propositions

Many contents of corporate culture come directly from the thoughts and propositions of corporate leaders. In the process of forming a cultural vision, leaders often absorb the advanced ideas of outstanding employees in the company (especially corporate heroes) to enrich and improve the company's cultural vision.

2. The leadership culture spreads to the management team

The management team is centered on the leadership and absorbs leaders from other senior managers, middle managers and some informal organizations within the enterprise Alliance of managers. Through the leaders' words and deeds and the selection and promotion of managers who support the cultural vision, the ideas, values ??and behaviors of management team members will gradually converge, thus forming a management team culture.

3. Leaders and management teams introduce and deeply embed the management team culture

There are various ways to introduce and embed the management team culture. In terms of cultural introduction, "walking the talk" is particularly important. What is particularly important is what the management team pays attention to, what is required, what is uneasy about, what is rewarded, what is punished, etc.

4. Employees form a positive attitude towards the management team culture

The formation of corporate culture is the process in which individual employees gradually form a positive attitude towards the management team culture.

Employees usually go through a process of familiarity, imitation, obedience, understanding, identification and internalization of the culture advocated by the management team.

5. Employees enjoy the management team culture to form corporate culture

Corporate heroes and cultural stories will have a great impact on employees, coupled with the management team’s personal demonstration and Encouraged by the publicity, the attitudes of some employees began to change. Some employees directly imitate the typical behaviors of corporate heroes and produce behaviors needed by the company; other employees understand and identify with the concepts and values ??advocated by the company from the behaviors of corporate heroes, and thus perform behaviors needed by the company. Through typical publicity, more employees will perform the behaviors required by the company. With the increasing awareness and recognition of people, the cultural vision advocated by leaders gradually spreads and penetrates into the employees of the company, becoming a concept and behavior that is generally recognized and consciously followed by the majority of employees, thus becoming a truly effective policy. Corporate culture brings enterprises into a new stage of cultural management.

Carry out corporate culture training

Corporate culture is based on the shaping of values ??and the purpose of improving corporate performance and management level. Excellent corporate culture must contain two elements: First, the core concept Whether it is correct, clear and outstanding, the second is whether this concept can be promoted and implemented so that every employee can identify with it and reflect it in his actual work.

Many companies actually do not lack excellent cultural concepts, such as people-oriented, pursuit of excellence, integrity, innovation, etc. The core concepts are not essentially different between different companies, but are only reflected in working methods and behaviors. But there are essential differences, which requires building a complete training system to enable all employees to understand what the corporate philosophy is and how to combine the corporate philosophy with their actual work.

Many domestic companies are paying more and more attention to corporate culture training, but they often miss the point. The main manifestations are as follows: 1. When many companies carry out cultural training, they often do it only when they think of it, or they have it. It is done only when problems arise, that is, "fire-fighting" training without systematic planning; secondly, there is no "big pot"-style corporate culture training for personnel at different levels and functions; thirdly, the training form is too simple and does not adopt case studies. , seminars, and activities are all comprehensive applications of training methods.

The company has embarked on the fast track of development, with the rapid establishment of institutional outlets, and the implementation of the system increasingly requires cultural integration to improve the effectiveness of management as soon as possible. It is recommended that companies start planning their corporate culture training system from three aspects: content, form and organization, and start training as soon as possible.

One level of content requirements

In the early stages of corporate culture construction, when a basic understanding of corporate culture theory is needed, the "big classroom" training method can be used, regardless of Target, carry out popular education. But after that, in-depth cultural construction must be carried out. When conducting corporate culture training, different training contents and forms need to be designed for people at different levels and functions.

From the perspective of enterprise levels, senior management needs to understand the nature of corporate culture, its relationship with traditional culture, its relationship with strategy and core competitiveness, how to implement cultural changes, etc.; the focus of middle management is on How to reflect corporate culture in leading subordinates, conducting assessments, and team building, that is, the combination of corporate culture and management skills. Without excellent leadership skills, it is impossible to spread the company's culture; and grassroots personnel need to understand the company's corporate culture concept. And how to reflect the corporate culture at work; new employees need to understand the company's history and culture, the deeds of advanced figures, behavioral norms, etc.

From the perspective of corporate functions, different departments have different needs for corporate culture. The marketing department needs to understand corporate culture and brand building, promotion, advertising and public relations, etc.; the human resources department needs to understand corporate culture. It should be organically integrated with recruitment, training, assessment, compensation, incentives, rewards and punishments, appointments and dismissals; cultural training in other departments should also have different focuses.

The second form requires vividness

Corporate training is significantly different from school education. On the one hand, as an adult, you have very little interest in pure knowledge education and have difficulty absorbing it. On the other hand, Corporate training emphasizes investment and return, that is, it must be able to improve employees' abilities and qualities and contribute to corporate performance. Corporate culture training is no exception. The traditional lecture-based training method is very unsatisfactory. It does not have the characteristics of adult learning, nor does it target the specific management issues and operating characteristics of the company. Therefore, people often feel that corporate culture training cannot achieve immediate results. .

It is true that corporate culture, as a relatively new management theory and method, takes the shaping of values ??as its core and aims to unite people and improve management levels. Its important role is unquestionable, but Corporate culture often lacks unified operating methods, so it often makes everyone feel "empty". In fact, the quality of corporate culture is not learned. It requires more automatic and spontaneous "understanding". It requires senior managers to have excellent leadership and management skills, lead by example, and vigorously promote it; middle managers can do a good job Understand and implement it; grassroots personnel can embody various concepts of corporate culture in their work.

In order for employees to voluntarily comply with and maintain the company's system and culture, this requires employees' understanding. Enlightenment is a state that requires the comprehensive use of various training methods, including lectures, case studies, seminars, activities, games, expansion training, team training, etc. Each method has its own advantages and should be based on the training content and For example, lecture-based training is generally suitable for high-level comparative theoretical courses, activity and game-based training is suitable for courses that require insights and experience, and seminar-based training is more suitable for employees who need to conduct in-depth exploration of a certain issue and formulate ***Knowledge course. The company has carried out several expansion training and team training with good results. The team of employee lecturers should be further developed to reduce training costs and increase training frequency.

Three Organizations Require Integrity

The construction of corporate culture is a systematic project. It not only requires the entire company to have a complete understanding of the connotation of culture, but also requires the deployment of certain personnel and resources to carry out corporate development. Organization and implementation of cultural training.

Many excellent companies have built complete corporate culture training systems. For example, Jack Welch, the former president of GE, not only personally conducted corporate culture training for employees at all levels at the GE Training Academy, but also required Middle and senior managers can design special training courses based on their own work, of which corporate culture is a very important part. Company leaders have also taken the lead in setting an example and conducted multiple trainings on corporate culture. However, with the rapid development of the company, more systematic training is needed.

Systematic and complete training organization work is a strong guarantee for training effectiveness. It is recommended to carry out corporate culture training organization work according to the following aspects:

1. Training organization: should be established Specialized departments carry out corporate culture course research and development and training planning, such as corporate culture management department, brand center, brand management department, etc.

2. Training content: training planning from two perspectives: level and function; selection of course content: whether the content is practical and what effect is expected to be achieved.

3. Training targets: For high-level, middle-level, certain levels, employees, and new personnel, the organizational methods are also different. For example, training for high-level people is because high-level affairs are complicated, so it is best to adopt a relatively closed approach. training methods, such as closed resort areas.

4. Number of people for training: Corporate culture training generally requires everyone to discuss, so there should not be too many people. About 20 people are ideal.

5. Selection of lecturers: There are two ways to choose lecturers. One is a lecturer within the company, which can be a professional trainer, teaching some specialized corporate culture skills and operational courses, such as new ones. Employee training can also be corporate culture training courses designed by middle and senior managers of the company based on their own work; another way is to select professional lecturers and consultants from outside according to the needs of the company, but it needs to be based on the actual situation of the company, not necessarily reputation. The bigger, the better. We need to comprehensively examine the lecturer’s style, moral character, reputation, and practicality of the course content. For example, for training on leadership style and management skills for middle-level personnel, we must choose lecturers with superb teaching skills, not necessarily experts.

6. Training time: Generally speaking, corporate culture training is best carried out in stages, because this way students can have a digestion process and apply it in their work, and they can learn from it next time Communicate questions with the instructor.

7. Selection of training venues: As far as corporate culture training is concerned, group discussions are generally more effective, so the layout of the venue must take this into consideration. Too many people are training together, and there is a lack of communication between students. , the interaction between students and lecturers.

8. Training forms and methods: Corresponding training methods should be adopted for different personnel and content, such as seminars, activities, games, expansion training, team training, etc.

9. Training budget: Generally speaking, the corporate culture work plan at the beginning of the year should be based on the overall budget of the company.

The cost of training is very high, but without training, you will pay even greater costs. How to transform corporate culture from "virtual" to "real" and transform company values, service concepts, and brand concepts into productivity, creativity, and market competitiveness has become our topic.