How to use the power of organizational culture to manage?

When we compare the advantages and disadvantages of enterprises together, we often hear people say that employees in good enterprises have high quality. This is a misunderstanding. Everyone has advantages and disadvantages. As individuals, the difference is obvious. As far as an enterprise is concerned, the difference of individual quality will not have a decisive impact on the effectiveness of the whole organization. It is a specious conclusion to emphasize individual quality without explaining this phenomenon. There are strong and weak enterprise organizations and good and bad personal performance. The appearance of this phenomenon is actually the construction of corporate culture management. I have been engaged in the teaching and research of mind mapping for more than two years, and I am one of the earliest pioneers in China to engage in the research of mind mapping and promote it in the workplace. He is an authoritative expert in the field of workplace mind mapping application, and has personally managed the promotion and landing of mind mapping in three global companies. These random examples show the power of the environment or atmosphere. In a good atmosphere, the wicked can become good, and in a bad atmosphere, the good can also learn bad. Few saints can remain kind in a bad atmosphere. It is for this reason that the focus of organizational construction is the construction of corporate culture management. The construction of enterprise culture management is the enterprise ethos in common language. Just like our troops have the style of soldiers, such as the love of the people and the hard work and simplicity of the Eighth Company, and the perseverance and invulnerability of the Sixth Company of Steel. Our school has a school spirit, such as emphasizing foundation and academic democracy. * * * The production party has a party style, which means integrating theory with practice and keeping close contact with the masses. Enterprises that criticize and self-criticize also have their own styles. It's a pity that we haven't systematically summed up the method of creating style and popularized the experience in this field, so in people's impression, style seems to be accidental and naturally formed.

If expressed in theoretical language, most people accept that the construction of corporate culture management is the mainstream values and behaviors in enterprises, which are initiated by leaders, practiced by employees, accepted and adopted by employees, and finally become the atmosphere of enterprises. Corporate Culture Management and Construction Every enterprise has its own culture, but some are pure and some are mixed. Some are decent, some are unhealthy; Some are advocated, and some are formed unconsciously. As an important concept of scientific management, corporate culture management should be targeted and planned. Some management scholars expand the scope of the definition to cover the mission, vision, values and goals of the enterprise, which is generally called the enterprise concept. Whether it is the construction of corporate culture management or corporate philosophy, its purpose is to make corporate goals become everyone's goals, corporate values become personal beliefs, become everyone's actions, and become the yardstick of people's daily work, behavior and treatment. If an enterprise has a good corporate culture management construction, or the corporate philosophy is consistent, it can be consistent from top to bottom and unite as one. Drucker put it well: without the same goals and values, there is no organization, there is only one.

A mob.

Composition of cultural environment

Cultural environment is an abstract existence, invisible and intangible, but ubiquitous, permeating the whole organization and even every cell of the body. There are three concrete and practical principles to create and support the cultural environment: first, written rules and regulations and disciplines belong to this category and are mandatory; Second, unwritten, like established rules, habits evolve naturally and voluntarily; The third is the core values, which enterprises spare no effort to advocate and adhere to. Let's talk about the writing system first. System, written and implemented, it must be an insurmountable bottom line, and its importance can be imagined. The Red Army won the support of the masses, did not mistreat prisoners, and effectively shook the enemy's will, saying that without discipline, there would be no victory in the revolution. I'm afraid this is not an exaggeration. One enterprise clearly stipulates that subordinates are not allowed to praise leading cadres in person, so there is no flattery. It is stipulated that customers' questions must be answered within 24 hours, so there are fewer complaints from customers and the system is indispensable. Organizations and individuals must be bound by the system and follow certain codes of conduct. There are two parts in human nature: good and evil. External incentives may lead to good or summon evil. Without system, supervision and restraint, people may stumble and damage the organization.

Small enterprises are small in scale, and a few managers can control the overall situation. And large and medium-sized enterprises, with huge structures and large numbers of people. They are completely managed by people and it is not easy to keep in sync. They can only rely on the system to regulate the behavior of personnel and the use of property. The system should not be too complicated, otherwise it will deprive employees of the necessary autonomy and private space. The system is to ensure everyone's play, and it will not and should not be a fetter. The system is essentially a constraint on misconduct, and it is not contradictory to respecting individuals. The system should be relatively stable and cannot be changed at will, otherwise it will lose its seriousness. The implementation system should be strict, not "accommodating" and emotional, and not different from person to person. Let's talk about unwritten rules. The main components of entrepreneurship are unwritten rules and established behaviors. For example, the practices of foreign companies and our local enterprises are completely different: the superior does not interfere with the work within the scope of the lower authorities. Although the superiors have the leadership responsibility, they can ask questions and make suggestions, but they have no right to change the decisions of the subordinates. For another example, we don't accept crossing the line. In this case, we will advise reporters to interview the parties directly. These are not rules, but people's tacit understanding and habits.

A unit has good communication habits, so the personnel relationship is healthy and harmonious. They summed up the experience is:

1. Publicly share all relevant information and opinions and treat our own people differently.

2. Overcome prejudice and listen to others' opinions and questions with an open mind.

3. Fully participate, be honest with each other, and don't hide your opinions.

4. Make clear the definitions of important concepts and words, and establish the same language.

5. While stating your point of view, make clear your reasons, problems and actions to be taken.

6. If you have different opinions, make it clear, don't bring emotions and prejudice, let alone say anything and make trouble afterwards.

7. When discussing a problem, we don't care about personal merits, but aim at solving the problem.

8. Keep a secret and promise never to tell. The good habits mentioned above are not naturally formed, but are brought out by managers who openly advocate and lead by example. Some units have a bad atmosphere, such as privately discussing other people's right and wrong, spreading false information, flattering, deceiving the upper and deceiving the lower, because managers ignore the tasks that are not stipulated in the post responsibility book. The cultivation of national spirit is a responsibility that no manager can ignore. Finally, core values. Core values are the soul of enterprise culture management construction, and the members of the organization share the same genes and language system. Core values should have eternal value. If the values we choose must change with the changes of the market, competitors' strategies and technological development, they should not become our core values. For example, popularity, reputation and quality should not be regarded as core values, but the eternal pursuit is the supremacy of customer interests and the pursuit of perfection.