Reading Thoughts on Cultural Management

Reading Thoughts on Cultural Management 1

Whether a company can become stronger and bigger requires not only good products and good talents, but also good cultural management. A company without culture must It is destined to have no vitality and no competitiveness. Recently, after reading "Cultural Management" this month, I felt a lot!

Cultural management is an extension of corporate values; it is the industry standards and thinking habits that are naturally formed by enterprises in the process of survival and development; it is a feeling that can only be understood but cannot be expressed. As long as a person is in a If you stay there for a long time, you will slowly be infected by this culture. And then immerse yourself in the culture. Systems are not cultural management, slogans are not cultural management, slogans are not cultural management, and anything that is tangible, visible and replicable within an enterprise is not cultural management. Cultural management is a code of conduct and thinking habits that cannot be explained, understood, touched, or invisible within the enterprise, but everyone can feel it. Every employee is eager to be an excellent employee and to be supported and appreciated by others. "Cultural Management" points out the direction for each of our employees to work hard. The standards for outstanding employees are: aiming to be faster, better, and better, taking initiative, responsibility, teamwork, and originality as the work style, having the passion to do things, the attitude of being willing to do things, and the ability to get things done.

Courage is the career goal.

I think I will try to do the following in my future work:

First, you must have a positive and proactive attitude when doing work. A person's work attitude reflects his attitude towards life, and his life attitude determines his possible achievements. Work is the projection of life. A person who is optimistic by nature and passionate about work, whether he is at the grassroots level, or as a manager or boss, will regard his work as a sacred duty, and with a strong interest, he will like and enjoy it. By doing things as a mission, you can discover your own unique abilities. The most important thing is to maintain a positive attitude, so that you can feel the value of even hard and boring work.

Second, no matter what work you do, you must do your best. The presence or absence of this spirit can determine the success of a person's future career. If you can give full play to your strengths with flaming enthusiasm, no matter what kind of work you do, you will not feel tired. Even if you do the most ordinary work, you can still become the most sophisticated employee. This tells us that we must work with a proactive and hard-working spirit at all times, so that even in a mediocre career, we can do something great. Pay attention to details, be professional in daily work every day, continue to learn in daily work, innovate continuously when encountering difficulties, and persevere.

Confucius said: "I should examine myself three times a day." In our respective positions, we should ask ourselves every day, have I worked hard today? Have you truly fulfilled your responsibilities? Have all the company's system requirements been conscientiously implemented? Only in this way can we live up to our mission, dare to be held accountable, make continuous progress, and reflect our personal value and meaning of life while promoting the sound and rapid development of the enterprise.

Finally, I would like to encourage everyone with Paul Korchagin’s famous saying: A person’s life should be spent like this. When looking back on the past, he will not regret for wasting his years, nor will he regret it. Ashamed of doing nothing. Let us keep in mind the chairman's teachings and the essence of the book, bravely shoulder our due responsibilities, and devote our limited lives to the company's unlimited cause! Thoughts on Cultural Management 2

I listened to Teacher Liu’s class today. Although it is for middle-level managers, as an ordinary employee, I was very inspired after listening to it. Teacher Liu Tian simply decomposes the work of managers into management and leadership. The former teaches people how to do things correctly, and the latter teaches people how to do things correctly. And this extends to the concepts of system and culture, execution and leadership, performance and communication, being a person and doing things, which are complementary concepts. As Liu Tian said, for companies currently in the transition zone between the rule of man and the rule of law, management can only achieve execution and performance by relying on systems, and the leader's moral character and the shaping of cultural management extended from moral character have a profound impact on the team's development. Cohesion and encouragement will play a great role. The left hand is management and the right hand is leadership. Only by combining the two can the enterprise be built to last forever.

I have been working in the company for more than two years and have gradually gained some understanding of the real estate industry and the company. Based on this course, I have the following simple understandings: First, due to the long value chain of the real estate industry, there is no need to control risks. The control and professional requirements are very high. Each project is like a long-distance relay race

. It is closely linked, so the requirements for managers are very high both in terms of knowledge and leadership, and the sense of responsibility is to do a good job. It is a necessary prerequisite for an excellent manager; secondly, in terms of system, our company has a profound "Employee Handbook" and other systems are also very complete. However, the company has not learned and popularized the system enough, and employees either lack understanding of the system. Respect, or using the system rigidly, how to respect the system, restrain the evil side of people, and how to use the system well and improve efficiency are issues that need to be solved; again, on the day I arrived at the company, a leader talked to me about the department I was deeply moved by his admission that "birds of a feather flock together and people flock together". The elites in each department of the company are all experts in their respective professions. Even if Each department has a project, and there is a clear professional division of labor. In terms of personality, those who do the preliminary work, those who do engineering, and those who sell sales all have different personalities. Does the company have a good atmosphere that can allow various departments to communicate with each other? Improving understanding and communication is important. Finally, create good cultural management to inspire people and unite people's hearts. The company's talent standards and orientation are the birthplace of culture, such as the coupling of old employees and new employees. The quality of the company's existing talents determines the quality of incremental talents. The existing talents Whether it is inclusive and whether it is influenced by good cultural management will indirectly affect whether new employees can perform optimally in their positions. Thoughts after reading 3 on cultural management

In the business world, there is a saying: "Systems are bricks, no matter how good the design is, there will be gaps; culture is mud, you can find holes and holes everywhere." Japan as a resource In less than 30 years, a poor country has emerged from the ashes of war at an alarming rate. What is the secret? Some people believe that Japanese companies make full use of cultural management to enhance their competitiveness. During the period of rapid economic development in our country, various enterprises also attach great importance to their own internal cultural construction. However, the development of cultural management in China is not normal, and can even be said to be almost regressive. Most companies' understanding of cultural management remains at a very shallow level. I think this phenomenon cannot be entirely blamed on enterprises. The industry's bad guidance bears considerable responsibility. Nowadays, cultural management has a tendency to "generalize". Consulting experts and scholars have published many books on cultural management, but they often make this issue too complex and turn it into a system that is difficult to implement. For example, some company leaders said from the beginning that their cultural management should be based on 25 "views", including the talent view, the development view, the efficiency view, etc. According to this idea, cultural management is a thick book. In fact, it is not necessary. The more concise and clear the cultural management, the better. Another point is that the situation between state-owned enterprises and private enterprises is also different, because for state-owned enterprises, there is not much pressure from market competition. They just need to complete the work, but private enterprises have to start everything from scratch and are very worried. So , private enterprises pay more attention to how to use cultural management to manage and thereby improve their competitiveness. In this regard, our hearts are full of pride. In our Dongzhou Group, the culture is simple but profound, which can be summarized as "sincerity, diligence, simplicity and prudence".

Cultural management includes three aspects: mission, vision and values. Mission refers to what a company does; vision refers to where the company wants to go, that is, what goals it wants to achieve; values ??refers to how to achieve its goals. Here, the most critical thing is values ??management. What I understand as "value" is the irreplaceability of a thing. For example, if an enterprise establishes "innovation" as its own value, it means that "innovation" is the value orientation that can best guide the enterprise to achieve its goals and cannot be replaced by anything else. The most ideal cultural management is concise and clear values ??that can help enterprises improve their core competitiveness. Here, I particularly emphasize the word "clear" because I have seen many companies asking consulting companies to help establish cultural management, which is comprehensive and extremely rich. But it should be thought that the more comprehensive something is, the harder it will be to leave a deep impression on people, and the harder it will be to generate enthusiasm among employees. From the perspective of humanized management, setting so many rules and regulations for employees' work is not conducive to the development of their talents.

In addition, companies spend a lot of manpower, material resources, and financial resources, but convey some messy information, which is also a huge waste. The cultural management of many well-known foreign companies is very simple, usually only 2 to 3 sentences and at most 4 key points, but it very effectively embodies and implements the company's values, and these values ????are the ones that can best enhance the core competitiveness of the company. something. The core values ??of Dongzhou Group are very clear: pursuing a service culture of customer first and integrity; pursuing continuous innovation in technology and management; realizing the harmonious pursuit of corporate and personal values; and possessing a never-failing sense of social responsibility. And these are often reflected in the daily work of our editorial department. We must never treat manuscripts casually or carelessly. The results and data mentioned in the manuscript must be verified one by one. This is the responsibility of the author and the greatest respect for the readers.

The establishment of a good cultural management should include three steps: investigation and research to find problems, inheriting the original excellent genes of the enterprise, and deeply cultivating cultural management. Let’s talk about research first. The culture of some companies now is not to find problems through research and then propose solutions to the problems, but to collect them from employees. This is not a scientific approach. They think that employees understand their company, but in fact employees cannot stand at the overall level and master a large amount of materials to discover problems. It is also very important to inherit the original excellent genes of the enterprise. This is the key to maintaining the stable development of the enterprise. The last and most important point is "deep rooted cultural management". "Poor deep rooted culture" is a prominent problem in the construction of Chinese cultural management. The main reason for the poor penetration is that the cultural system itself is inoperable and there is no scientific operation plan. But in fact, these tasks appear natural and effective after abandoning formal expressions. For example, in the fun sports meeting held last time in Shuyang, every participating employee was integrated into it and was naturally infected by the atmosphere of unity and progress. These atmospheres are based on careful preliminary research. Therefore, it should be ensured that the issue of "whether cultural management can be deeply embedded" should be faced in the early research and sorting stage. Good cultural management is "dumbbell-shaped", focusing on the two ends and focusing on the middle. That is to say, it emphasizes research and deep planting and neglects formal performance. However, most state-owned enterprises now do the opposite, which is "spindle-shaped", focusing on the two ends and focusing on the middle. In the middle, there is a focus on formalized abstract expressions with a light emphasis on research and in-depth planting.

Cultural management is not static. It changes with the changes of the enterprise to adapt to the needs of the continuous development of the enterprise. However, changes in cultural management should follow the principle of "the core remains unchanged and is always changing." For example, a company's cultural management has three key points. Depending on the different stages and circumstances of development, the company may adjust the order of these key points, but the core concept will not change. This is why the company has good adaptability and is relatively stable. sexual expression. When a company needs new ideas and vitality, recruitment can also bring these things to the company. Recruiting employees with different characteristics can make cultural management more inclusive and allow all types of employees to play their best role in the positions that are most suitable for them. At the same time, through recruitment, many new employees who do not know much about cultural management enter the company. Some of their new ideas, ways of thinking and old cultural management collide and influence each other. In the end, they accept this cultural management, and at the same time, they also Promote the development of cultural management. Thoughts after reading Cultural Management 4

After reading cultural management thoroughly this week, I really understand and understand it. The importance of cultural management to an enterprise and the role of cultural management in every excellent enterprise. Our cultural management can be said to be Sunco's culture. The team's learning and growth capabilities are the ultimate driving force for strategy execution and company development, and are the foundation of all strategies. Executing strategy requires culture and climate. Our action plan is an overall framework that clearly expresses the integration of core values, strategy formulation, strategy execution, and expected results. Through the implementation of the plan, we build a strong team. The soul of cultural management - core values, mission-like passion, never-satisfied spirit of challenge, and team spirit that creates miracles make everyone full of passion, brave to fight and dare to challenge, and hope that the person who creates miracles is themselves. Only in this way can we transcend ourselves. Everything requires efficient execution, and the key to execution is determination and attitude. We must do what we say, instead of just saying slogans without taking action. Being result-oriented is a process of efficient execution, not just to cope with the process. Execution is the guarantee of supervision and inspection.

Thoughts after reading "Cultural Management" 5

Thoughts after reading "Cultural Management" Whether a company can become stronger and bigger requires not only good products and good talents, but also good cultural management. A company without culture is destined to have no success. Vitality, no competitiveness. Recently, after reading "Cultural Management" this month, I felt a lot!

Cultural management is an extension of corporate values; it is the industry standards and thinking habits that are naturally formed by enterprises in the process of survival and development; it is a feeling that can only be understood but cannot be expressed. As long as a person is in a If you stay there for a long time, you will slowly be infected by this culture. And then immerse yourself in the culture. Systems are not cultural management, slogans are not cultural management, slogans are not cultural management, and anything that is tangible, visible and replicable within an enterprise is not cultural management. Cultural management is a code of conduct and thinking habits that cannot be explained, understood, touched, or invisible within the enterprise, but everyone can feel it.

Every employee is eager to be an excellent employee and to be supported and appreciated by others. "Cultural Management" points out the direction for each of our employees to work hard. The standards for outstanding employees are: aiming to be faster, better, and better, taking initiative, responsibility, teamwork, and originality as the work style, and taking the passion to do things, the attitude of being willing to do things, and the courage to do things well as the career goals.

I think I will try to do the following in my future work:

First, you must have a positive and proactive attitude when doing work. A person's work attitude reflects his attitude towards life, and his life attitude determines his possible achievements. Work is the projection of life. A person who is optimistic by nature and passionate about work, whether he is at the grassroots level, or as a manager or boss, will regard his work as a sacred duty, and with a strong interest, he will like and enjoy it. By doing things as a mission, you can discover your own unique abilities. The most important thing is to maintain a positive attitude, so that you can feel the value of even hard and boring work.

Second, no matter what work you do, you must do your best. The presence or absence of this spirit can determine the success of a person's future career. If you can give full play to your strengths with flaming enthusiasm, no matter what kind of work you do, you will not feel tired. Even if you do the most ordinary work, you can still become the most sophisticated employee. This tells us that we must work with a proactive and hard-working spirit at all times, so that even in a mediocre career, we can do something great. Pay attention to details, be professional in daily work every day, continue to learn in daily work, innovate continuously when encountering difficulties, and persevere.

Confucius said: "I should examine myself three times a day." In our respective positions, we should ask ourselves every day, did I work hard today? Have you truly fulfilled your responsibilities? Have all the company's system requirements been conscientiously implemented? Only in this way can we live up to our mission, dare to be held accountable, make continuous progress, and reflect our personal value and meaning of life while promoting the sound and rapid development of the enterprise.

Finally, I would like to encourage everyone with Paul Korchagin’s famous saying: A person’s life should be spent like this. When looking back on the past, he will not regret for wasting his years, nor will he regret it. Ashamed of doing nothing. Let us keep in mind the chairman's teachings and the essence of the book, bravely shoulder our due responsibilities, and devote our limited lives to the company's unlimited cause! After reading "Cultural Management" 6

After reading "Cultural Management", as an employee of Greentown, I feel very proud to be in Greentown, a company that pursues refinement and perfection. It is a very superior training platform. We feel the pressure because we are not alone. We are facing many competitors. Hundreds of rivals compete for success. If we do not advance, we will retreat. Let us turn pressure into motivation. I firmly believe that as long as we work hard and persist in our efforts, our work can be improved, our abilities and responsibilities can be further tempered, and our brand image can be further deepened into the hearts of the people.

People-oriented has become a slogan in many places, but it is difficult to implement respect for people. Greentown has done it. It uses strict systems to achieve all this, and it combines interests and systems with people. , let the three interact with each other, not only restricting each other, but also promoting each other, so as to achieve the ideal effect.

Greentown adheres to this concept and takes "creating a platform for employees" as part of its mission, treating employees as the company's "first product", "cultivating outstanding employees" as the primary goal of corporate operations, and "for the growth of employees" "As the reason for the company's existence, it emphasizes putting the interests of employees first! The company advocates "people-oriented", taking people as the starting point and center in the production and management process, focusing on stimulating and mobilizing people's initiative, enthusiasm and creativity, and is committed to the mutual development of employees and the company. "Sincerity, goodwill, refinement, and perfection" are the core values ??of Greentown. What it advocates is: "Be kind to others, benevolent and seek truth; pursue seriousness, pursue refinement, and have common understanding, and we can be called colleagues." This is what Greentown advocates. Based on this core value concept, the company has produced excellent and exquisite projects one after another that are deeply loved by consumers, and has cultivated batches of outstanding employees who work hard, pursue ideals, pursue perfection, and are meticulous. Exquisite products must be made by outstanding employees who work seriously, and seriousness is a distinctive feature of Greentown people, Greentown products and Greentown services. Greentown people work seriously, and we strive to repay the company, customers, and society with our sincerity and goodwill. The market economy is developing increasingly prosperously, society needs more refined products, and enterprises need employees who work more seriously, so each of us Greentown people are working harder to pursue refinement and perfection!

How does a company build its own culture? I think there is no fixed model for management. We must continue to learn through work practice, actively absorb the advanced ideas of other companies, and jointly establish a culture based on the company's actual conditions and our own employees. Such as business philosophy, management philosophy, service concept, risk concept, talent concept, etc., which form an integral part of cultural management.

Only an enterprise with an excellent culture can survive and develop in the future market competition, and its capital can continue to increase and become truly valuable capital. Otherwise, no matter how much capital it is, it will not be able to survive and develop. It is just a pile of waste paper, because it will be gradually lost in future market competition.

The quality, character, and conduct of cultural management are, in a word, the taste of an enterprise. In the big family of Greentown, we Greentown people will shoulder our due responsibilities and devote our limited lives to the unlimited cause of Greentown! Post-reading thoughts on cultural management 7

After a day of intense but lively and interesting training. This is not only a big step forward for the company in building cultural management, but also a huge gain for our employees.

First of all, from a personal perspective, Manager Yang’s unscripted speech throughout the morning was clear and organized. The voice is sonorous and powerful. Let people realize that this is a person who has accumulated and prepared. It also proves the famous saying “Opportunities always come to those who are prepared”. In particular, the incisive interpretation of the company's name "Dabogari" allowed "I" to see the heritage of a cultural person.

From a general perspective, from a company perspective. Transmission of prospect planning information. Enhanced our expectations and confidence in the company. From an individual perspective, the inspiration for us is: "I need to think about what speed and steps I need to take in the process of developing with the company in order to keep pace with the company." More directly The talk is: "In the company's rapid development process, what kind of career planning do I need to make? Straighten out my work ideas and assume more of my work responsibilities.

The core of the training is Focusing on the theme of "Team Building and Execution", when talking about this topic, I have to mention an episode that happened during the afternoon training.

Manager Yang asked our engineering department. An issue that was not only targeted but also premeditated forced our engineering department to make a commitment on the spot. That was the issue of "supervision of the company's product quality". At that time, I was very impulsive and made a heroic commitment in front of everyone. "I'll do it! "I sat down and thought calmly. I used Manager Yang's team building theory to think about the problem. The factual answer I stood up to state should be "Every employee in our engineering department is responsible for quality supervision, especially our front-line production. Employees are directly and constantly involved in the project supervision during the production process. "Of course, all this work is carried out under the arrangement and guidance of our department leaders.

I was also moved by the strong aura brought by the harmonious family relationship of the boss and his wife.

In the boss’s criticisms, praises, and sincere expressions, you can see the style of a corporate person worthy of employees’ following.

With the continuous construction of company culture and the efforts of sales colleagues, Dubbo’s road will become longer and longer. With the efforts of the production brothers and other departments, the road to Dabo will surely become wider and farther.