Short stories of corporate culture

A short story of corporate culture requires love to have a good corporate culture.

A girl who has been in college for less than a month is unexpectedly pregnant. The teacher in the department began to point fingers, saying that the girl was immoral. As a result, the headmaster knew about it, and the headmaster told their class teacher that it was unreasonable for you to say so. The state stipulates that college students can get married. Why can't they get pregnant? There is only one reason why you point fingers at this girl, that is, you are not her father and you are not her mother. If you were her father and you were her mother, would you still point fingers at a girl about such a thing?

The female class teacher immediately felt that there was something wrong with her attitude and behavior. When the girl stayed in hospital for abortion, the class teacher once gave her chicken soup and fed it to the students.

The girl was deeply moved. When her parents came to the hospital, they felt incredible. Why is the teacher sitting next to her like the child's parents? Her parents were also moved.

From then on, this generation became a good student, and the class teacher also became a very excellent class teacher. So in the face of this conflict between teachers and students, the headmaster insisted on a correct value orientation, and then brought a very positive culture of mutual love between teachers and students to the organization. So if there is no love, I think there may be no good corporate culture.

Good for evil is the best weapon to persuade employees.

Let me tell another story, which was shared with me by an executive who came from the principal and finally came to the enterprise this year. When they graduated from college, many children even drank, smashed bottles, smashed books, and even threw everything in the dormitory out of the window sill to vent. This is a very bad behavior, but what should the school do? Some schools may issue bans and even send some security guards to forcibly arrest people.

However, the headmaster took a different approach. Every time he graduated, he organized all the teachers in the school to give jiaozi to these graduated children. The teacher personally held a large-scale activity to package jiaozi in the canteen. These graduates were moved to tears when they saw their teacher personally package jiaozi for themselves. Then in recent years, they are no longer willing to do that kind of radical and crazy action because they feel sorry for their teachers. This is also a good story that culture influences students' attitudes and thus changes their behaviors. Therefore, as long as we live with our hearts, such stories may be everywhere.

Rest assured that employees will fight for you.

Let me say one more thing, which happened in an enterprise in Shenzhen just a few days ago. A very small enterprise will probably spend more than 20 million yuan to introduce an SAP system. He wants to put some backbones into this project, hoping that through this project, on the one hand, he can use the best resources to make this system play a greater role, on the other hand, he also wants to train a group of management talents that the company needs in the future through this change.

But the boss thinks about it, it will only take one or two years, and these backbones can learn a lot in one or two years, but can such a small enterprise and such a small platform carry so many outstanding talents in the future? In case they leave, won't it bring huge losses to the company? Considering this factor, he asked all employees to sign a 5- 10 training contract, and all employees involved in this project should not leave their jobs within 5- 10 years, otherwise you will have to bear the cost of training you in these two years.

A key employee jumped up. He said I didn't ask you to take me to Tsinghua Peking University. Why should I bear the training expenses? This is the company's job. I have contributed to the company in my work. In fact, I improved myself at work. Why should I become such a name cultivated by the company? Some employees signed 10 years, some employees signed for 5 years, and some employees resolutely refused to sign.

It happened that I went to their enterprise these days, and the boss told me about it, so I told some stories to the employees. I said that Huawei had a similar situation in its early years. In the early stage of growth and development, an enterprise does not necessarily have perfect management, nor does it necessarily have perfect management. So how can we find a simple and effective management method so that employees can develop together with the company? It is impossible for a company to manage its employees in a complicated way, so it has to adopt some simple ways.

In the early years, Huawei also thought of some ways to further bind the interests of employees and the interests of the company. For example, in 20 12 years, Huawei asked 120,000 employees to copy a passage on the ID platform, hoping that the company's culture and values could penetrate the hearts of employees. This thing seems to be an uncomfortable thing, but if cultural values are not deeply rooted in people's hearts, many problems may arise later.

So the company still chose to let 6.5438+0.2 million employees copy a text required by the company. If they don't copy, their wages won't arrive. Although many employees are dissatisfied, if you don't copy, the money won't arrive, and you still have to copy in the end. Plagiarism means that you acquiesce, you sign, and then the company will make a corresponding culture, and you must recognize it.

Comparing what happened in the school with what happened in the enterprise, what I want to say is that in fact, an enterprise, an organization, exists for its own purpose, and its employees are more responsible.

In the process of work, of course, you should provide what can put yourself in the employee's shoes, but if you really can't do it, I'm afraid you should put the purpose of the organization first. After I told some Huawei stories to the employees of this enterprise, a few employees who didn't sign it began to accept it slowly and realized that this enterprise was really not easy because its assumptions were different from those of employees. The employee's assumption is that if the enterprise is not good, I can quit in the future. He is free, but the enterprise's assumption is that so many people have been trained. If everyone's thoughts and efforts are not on the platform of the company, who will rely on for the development of the company?

Therefore, in the face of this contradiction, the organization undoubtedly chose a path, which is to hope that these people I trained can be used by the organization. Therefore, I support this behavior of enterprises. Just like when Huawei was vigorously exploring overseas markets in the early years, we had no way to establish systematic management and monitoring. What kind of cadres are best to send overseas?

That is, whoever has the most shares will have priority. They have so many stocks, so if he acts beyond the management boundary when he works overseas, then they may consider that many of my interests are already in the company. Is it worthwhile for me to do these things? If there is no pledge of this stock interest, then employees may not have this psychological burden when they are sent out. Later, when I finished the story, several employees who didn't sign it were happy to sign it, and other people who signed it also gave it to these people like Lei.

Corporate culture is a subtle change.

I also met a very interesting story. There is a boss who once ate jiaozi in the street and saw the waiter pack jiaozi, but jiaozi didn't pack anything. The dust raised by cars coming and going along the road stuck to the jiaozi, and jiaozi was dark, and the waiter didn't care. How can such a store do well? The boss said to the waiter, can you cover something for jiaozi? Is jiaozi also very clean, with more and more customers? The waiter asked him, why did I do this? The boss didn't even ask. The boss enlightened him. He said that if you see this phenomenon and give it back to your boss, your boss will be very happy and praise you.

But if you solve the problem first, for example, you cover this jiaozi with white gauze, or you make something similar to the lid of a steamer, and cover it every time you wrap jiaozi, you solve the problem first, and then tell your boss, boss, that I found this phenomenon, and then I made such an improvement. Let me tell you something. The boss thinks you dare to take responsibility and use your head. Then the boss's business is getting bigger and bigger, and it is natural to promote you to be the supervisor. Then the waiter listened to him and really covered it with a piece of gauze.

Therefore, a good culture needs good guidance. Without good guidance, employees' attitudes and behaviors will not change easily. Therefore, as a supervisor, it is very important for us to impress our employees ideologically and let them accept us from the heart and accept the values and concepts of the company. This is the supervisor's skill of keeping things quiet.

I shared a story with an old colleague the other day. I said that I lived in a community in Shenzhen for about 10 years, and the surrounding facilities were very good. The only drawback is that the internal environment of this community is relatively poor, but I live by myself, and I don't feel uncomfortable when I get used to it, because there are parks, shopping centers and schools next to it, which is very convenient and public transportation is convenient. I have lived there for ten years. Later, at the suggestion of a friend, I changed to a new community, which is a high-end community. After I went there, I found out why I didn't feel poor in my old neighborhood. I also have a correspondingly high economic income. Why didn't I think of changing it? After living in a high-end residential area, I found that there were still many problems in the original residential area.

This story tells us that, in fact, everyone has a characteristic, that is, once he stays in an environment for a long time, he gradually gets used to his own problems, because everyone has a characteristic that is inertia. Then when the environment changes, many people may not know. This is the difference between ordinary people and ordinary people. Extraordinary people can keenly capture the changes in the environment and jump out of this environment before us, so such people are often more likely to succeed.

And most of us are often in the original environment, and he doesn't know it. So in our daily work and life, if there is a mentor, an expert or a leader who can stand outside and enlighten us, guide us and get rid of the original misunderstanding and relationship, maybe we will succeed. In fact, it is not easy for people to consciously walk out of their original comfort zone. Many times, we need an external force, a cultural force and an ideological force to help us bring it out.

So it is particularly touching to share these short stories with the leaders today. Culture seems to be invisible and intangible, but it is very important for shaping the people and combat effectiveness of an organization. If culture is not deeply rooted in people's hearts, we may make some discounts on any management.