CEO helps me to be the corporate culture of famous enterprises.

Classification: Business/Financial Management >> Financial Taxation

Problem description:

What is this? How to form?

Analysis:

After experiencing traditional management, scientific management and modern management, human enterprise management officially entered the stage of corporate culture management on 1980. Because in this year, the theory of corporate culture management was born in the United States. This is a systematic, innovative and advanced management theory formed by the United States after a profound study and comparison of Japanese management science, with six representative works. It is the most advanced management mode in the world today, which initiated a new stage of human enterprise management and marked the beginning of the fourth stage of human enterprise management. It is also a new science of people-oriented management, and the implementation of people-oriented management is the renewal and revolution of management concept. Of course, it is also formed on the basis of summarizing the management essence of hundreds of Japanese companies, hundreds of American companies and even the world's outstanding enterprises. The maturity of this management theory is the necessity of the development of human enterprise management.

After the formation of corporate culture management theory, it quickly became popular in Europe and America and spread to all parts of the world. It was first introduced by world-renowned enterprises and even Fortune 500 companies. Some well-known enterprises have already started the exploration of this management before the introduction of this theory, and their practice has also become the embryonic form of this management theory. Therefore, the formation of corporate culture management theory has also experienced a long stage of "germination-preliminary research-rise-development" and gradually matured and improved.

For example, IBM, a famous American company, has been introducing CIS strategy since 1956, and has created a distinctive blue giant culture. They regard "respect, service and pursuit of Excellence" as their core values. Thomas Sr., the founder of the company? Watson said: "IBM's business philosophy can be roughly summarized as three simple beliefs: respect, service and pursuit of Excellence." Personally, I think the most important thing is that we respect everyone. This truth and concept are very simple, but most of the time of managers at all levels in our company is spent in this area, and we have contributed more energy in this area than in any other aspect. "

According to IBM's enterprise theory, the value of an enterprise will shine only when an employee is respected and trusted as a noble person. IBM's blue culture advocates the wild duck spirit of personal initiative and unlimited innovation. They believe in a famous saying by the Danish philosopher Goerkegaard: Wild ducks may be tamed, but once tamed, they will lose their wildness and can no longer fly freely in the vast sky. What IBM needs is not tame, obedient and mediocre people, but innovative and top-notch talents. They regard wild ducks as the embodiment of innovative spirit. Ask employees to be ducks. In enterprise management, there is always room for saving costs, improving profits, adjusting strategies, simplifying operations and innovating culture. As Zhou said, in the past 100 years of IBM, our corporate culture has been constantly developing, innovating and adjusting with the development of enterprises.

They inspire every employee, as long as you can do it, anything is possible; No matter how basic you are, you are likely to get into the top. Today's IBM has formed three new values of "achieving customers, putting innovation first, honesty and responsibility". And see through the future, put forward a forward-looking production concept: "the business that changes on demand, the service that you can take with you."

They injected the spirit of innovation into their veins, from the creation of financial processors in the 1930s to mainframes in the 1960s, from the creation of personal computers in the 1980s to the creation of the concept of e-commerce in the 1990s, and today, the on-demand concept came out, leading the trend of the times.

When IBM introduced the concept of IT services to China in 1996, many professional journalists were not clear about it. Now, like water and electricity, IBM's e-commerce can be easily enjoyed when needed, and its ready-to-use service leads the world.

The reason why IBM's blue innovation trend has been surging for a hundred years stems from their blue culture.

IBM emphasizes fairness, warmth, kindness to others and people-oriented in shaping the blue giant culture. The pursuit of rich, comprehensive perfection, business ethics and the spirit of Excellence and first-class. IBM culture is also a profound and inclusive culture, driven by atmosphere and with high goals. It is this excellent blue culture that has kept IBM surging for a hundred years, especially the recent successful acquisition and integration of powerful PricewaterhouseCoopers, and the establishment of the world's largest business consulting service company to serve the world. Their slogan is: IBM is service.

A successful enterprise must have a successful corporate culture, and there must be successful entrepreneurs behind a successful corporate culture. 197 1 after the unprecedented * * * incident broke out in the United States, GM was shocked, the reasons were thoroughly investigated, and the reform was thoroughly reflected. They were alert in the crisis, surpassed in negation, dug up the root of the disease and carried out a major operation of cultural change: changing command management into full-time management; Change system management into cultural management; Change hard management into people-oriented management; Change bureaucratic management into communication management. Their all-round reform has shaped the spiritual culture, institutional culture and behavioral culture system, and established the BPD team system, dark communication system, problem improvement system and continuous improvement system. After successfully trying cultural management, GM accelerated like a rotating motor, which not only effectively surpassed Ford, but also maintained the first position in the global automobile industry. This is the result of GM's excellent corporate culture strongly supporting GM's strategy.

A good enterprise must have a good strategy, a good strategy must be well implemented, and a good implementation must have a good culture to support the sustained and rapid development of the enterprise. Like Jack, CEO of American GE Company? Welch said: "Enterprise is strategy, and the essence of strategy is culture." Welch believes that enterprises have two kinds of problems: hard problems and soft problems. Hard issues include finance, marketing, technology and production, while soft issues are about values, morale and communication. Hard problems usually affect the bottom line of enterprises-profit line, while soft problems will affect the online-total operating income of enterprises.

Corporate culture is soft power, soft environment, software in computers, and 2/3 of the depth of icebergs in the sea. The exposed 1/3 is the organization, architecture, system, product, technology and operation system, and 2/3 of the deep sea is the support of corporate culture.

Welch believes that unique values and operating system are two magic weapons to promote the rapid development of the company. The driving force of this operating system is the values of trust, informal simplification, borderlessness and willingness to change. The rapid growth of enterprises must first change the corporate culture. Jack. 198 1 Welch made a major operation on the electric empire of General Electric after he became CEO. Adopting the pioneering culture of "one of the best, not opening third-rate enterprises and not opening borders", we cut off third-rate enterprises in the company, re-integrate resources, and make world-class and second-rate enterprises stronger and bigger, so that GM can overcome the disease of big enterprises. At the same time, Welch also proposed a competitive culture. He believes that there is no development without competition, not only in the national economy, but also in an industry, an enterprise or even a person. It is precisely because Americans realize this that they are not afraid of competition, but have an almost persistent pursuit. Whoever wants to eliminate competition will be eliminated by their laws first. With competition, everyone has the opportunity to develop faster.

For Welch, competition is not only the only way to success, but also a continuous working state every day. The fiercer the competition, the more fulfilling his life will be. He believes that we work in the shadow of the sword in the global competitive battlefield every day. And between each round of fighting, there is not even a moment's rest. On the value of competition, Welch said: America's most prosperous moment is also its most cruel moment of competition. The cruelest competition moment is also the most exciting, rewarding and fulfilling moment, because it is an opportunity for the company to expand its territory.

GM adheres to three traditions: honesty, desire for change, and focus on performance. Pay attention to performance, boldly seize every opportunity, respond to every challenge, pursue faster and better, and constantly seek change. Success is always in the past, but it always starts from scratch.

The survey of the world's top 500 enterprises by IBM business management consulting company in the United States shows that the key to the Excellence of these enterprises lies in their excellent corporate culture and outstanding technological innovation. System innovation and management innovation are rooted in its excellent and unique corporate culture.

At the end of 1970s and the beginning of 1980s, American business circles were looking for the management mode of corporate culture, especially those American enterprises in the world's top 500, such as Intel, Hewlett-Packard, IBM, Microsoft, McDonald's, Coca-Cola and Southwest Airlines. They positioned this management mode as "Z mode". As William ouchi, one of the representative works of corporate culture theory, wrote the book Z Theory, it is important for the construction of Z-type companies to apply the principles expressed in the purpose to their daily work and life, thus forming a cultural model of behavior and interaction. Moreover, the development of this organizational culture can partially replace the bureaucratic methods of issuing orders and closely supervising workers, thus not only improving labor productivity, but also developing support relations at work. In this way, the purpose of the enterprise can truly become the center of the management system.

At that time, 70% of enterprises in the United States put forward a slogan, and the slogan was the same: "Love your employees!" He will love your career a hundred times. "

Why is corporate culture management so popular in America? What is the reason? That's because the United States, which is famous for its strong economic strength in the world, is better than Japan in terms of capital, technology, equipment, industrial base and scientific research level. Why can't you catch up with Japan after losing the game? Many Americans began to reflect and carefully study and analyze the management mechanism, management culture and the scientific and technological progress and development derived from these management cultures under the background of oriental culture. "Japanese research fever" and "American-Japanese management fever" are popular in the United States. Bill, president of Microsoft? 1July, 1998, Gates revealed the mentality of the American business community at that time: "Back to 10 years ago, every article in the United States was talking about why the Japanese were omnipotent and we didn't understand anything? We must give up all methods and every industry must learn from Japan. " Americans are amazed: in the Pacific War, the Japanese who tried to conquer the United States by force were defeated, and now they want to buy the United States with money! The United States is very concerned about this and it is puzzling. Why did Japan, a small country, develop so rapidly in twenty or thirty years? Japan, a small island country, is only as big as a state in the United States (Montana) and lacks resources, but its annual export exceeds its import by 75 billion dollars! Japan's investment rate and GDP growth rate are equal to twice that of the United States, and it began to control and occupy the world industrial technology field one after another. American theoretical, management and business circles quickly formed various joint investigation teams, and after investigating dozens of Japanese enterprises, they came to the conclusion that the reason why the American economy lags behind Japan lies in culture. Japan began to introduce modern management modes and methods from the United States in the 1950s, but in practice, it did not eat them alive, but reformed them, forming a completely different management mode from the United States. Behind these two different management models are the cultural differences between the two countries. American cultural tradition attaches importance to the individual, ego, idealism and heroism, and advocates the realization of personal value. Such as laissez-faire, huge salary difference, personal responsibility for mastering skills, rational and rigid management, pursuit of profit maximization, promotion after dismissal and resignation, hostile annexation and so on. Japan's success lies in paying attention to the realization of group consciousness and group values, cultivating employees' loyalty to enterprises, advocating team spirit, cultivating collectivism values, advocating social responsibility and cooperation, paying attention to industrial policies and humanized management, and creating a humanistic environment that consciously plays the main role. This cultural difference is the profound reason why America's position in international competition is deteriorating. The TV program "Japan can, why can't we" broadcast by NBC 1979 has aroused great repercussions among people from all walks of life in the United States. They realized that "what matters now is not policy, but culture". They believe that there should be a profound "revolution" in management thought. As a result, a corporate culture craze has arisen. Many American experts and scholars have written books and made corporate culture a modern new management science.