How to feed corporate culture construction

We know that in a certain social system, the resources available for human beings to freely allocate can be roughly divided into material resources, human resources, and cultural resources. Among these three major resources, material resources are "dead things", while human and cultural resources are "living things". Although the three are mutually causal, cultural resources determine people's value orientation or ideas, and therefore determine material resources. and whether the allocation of human resources can produce the best economic effects.

An enterprise is also a social system, and its resources can be roughly divided into material resources, human resources, and cultural resources. Enterprise management is essentially the integrated utilization of the above resources, which is manifested in different business behaviors and business performance. The attributes of culture determine the strategic position of an enterprise's cultural resources among enterprise resources.

Although corporate culture is attracting more and more attention from feed companies, they have also paid considerable attention to the construction of corporate culture in recent years. This is a good thing, but the overall feeling is still "loud thunder, soft rain". Why does this phenomenon occur? What problems did feed companies encounter in the process of corporate culture construction? This article will give some thoughts and discussions on this.

1 What is corporate culture?

Culture is a way of life for human beings. It is the ideological concepts and behavioral patterns created by human beings and used to influence their own development. Corporate culture is a subculture, which is formulated by different companies and formed through social practice under certain economic conditions. It is the collective consciousness, values, professional ethics, and behavioral norms that all corporate employees follow. and the sum of the criteria.

The essence of culture is "humanization", and the function of culture is "humanization". Corporate culture as a "subculture" is no exception. Corporate culture is not a restriction and sanction on employees based on laws and regulations, but an enhancement of the value of employees' lives based on "basic assumptions" about people. However, when analyzing the cultural construction of enterprises in the industry, it is obvious that there are misunderstandings of one kind or another.

Myth 1: False corporate culture

In the corridors, offices, and walls of various workshops of many feed companies, various slogans with sonorous wording can be seen, such as "People-oriented" ”, “technology-based”, “quality is life”, “green”, “responsibility”, etc. In fact, these words cannot reflect the true value orientation, business philosophy, behavior, and management style of some feed companies. Since employees have sharp eyes, this kind of corporate culture cannot generate enthusiasm among employees.

Myth 2: Corporate culture is hung on the wall

Many feed companies have become a mere formality in their cultural construction because they cannot effectively implement it. The phenomenon of corporate culture hanging on the wall appears. In fact, it is reduced to an empty slogan. Such a corporate culture will naturally not be able to exert a strong cohesion and centripetal force on employees.

Myth 3: Corporate culture is not universal

Within the enterprise, everyone is equal before the corporate culture and it is a basic requirement to have universal applicability. However, in some feeds Enterprises and corporate culture have appeared to be suitable for some people but not for others. In the eyes of some company bosses, corporate culture is only used by themselves and the people around them to manage and restrain employees. If the culture of a company is not independent, it will obviously be difficult for such a corporate culture to play a role. Come up and say. It’s not a true corporate culture either.

Misunderstanding 4: Corporate culture is superficial

Jiemeng Consulting found during the long-term corporate culture construction that some feed company owners believe that corporate culture is to create a beautiful corporate environment and pay attention to They regard the corporate culture as CIS due to the uniformity and coordination of corporate appearance colors, but this superficial prosperity cannot cover up the pale core of corporate spirit. When building corporate culture, some feed companies are keen on engaging in cultural and sports activities and regard them as hard targets to complete, which is a superficial understanding of corporate culture.

Myth 5: Rigid corporate culture

Some feed companies one-sidedly emphasize orderly work discipline and subordinates’ obedience to superiors, equating strict management of employees with the construction of corporate culture As a result, the atmosphere within the organization is tense and dull, lacking creativity, vitality and cohesion, which brings the corporate culture to the misunderstanding of rigidity.

In fact, culture is an advanced form of corporate management. This is because corporate culture is initiated by the boss and is the responsibility of the boss rather than the cadres.

If the cultural construction of a feed company is divorced from the boss, or if the boss' original intention is just formalism, the above misunderstandings will easily occur. This will inevitably lead to a dead end in the construction of corporate culture.

2 Levels of Corporate Culture

Generally speaking, the content of corporate culture construction mainly includes four levels of culture: material layer, behavioral layer, institutional layer and spiritual layer.

2.1 Material culture

It is mainly an artifact culture composed of products and various material facilities. It is a surface culture expressed in material form. The products produced and services provided by an enterprise are the results of its production and operation and are the primary content of material culture. The company's production environment, corporate appearance, corporate architecture, corporate advertising, product packaging and design, etc. also constitute an important part of the corporate material culture.

2.2 Behavioral culture

Behavioral culture refers to the culture generated by employees in production and operation activities. Including the norms of corporate behavior, norms of corporate interpersonal relationships and norms of corporate relations. It should be emphasized that corporate behavior includes behavior between companies, between companies and customers, between companies and the government, and between companies and society. The norms of corporate behavior refer to the basic behavioral norms formed around the company's own goals, corporate social responsibilities, and protection of consumer interests. The norms of corporate behavior are divided into the behavior of entrepreneurs, the behavior of corporate model characters and the behavior of employees in terms of personnel structure.

2.3 System-level culture

It mainly includes three aspects: corporate leadership system, corporate organizational structure and corporate management system. Corporate system culture is a culture in which an enterprise places certain restrictions on employees' behavior in order to achieve its own goals. It has strict and strong behavioral norm requirements. It regulates everyone in the enterprise. Feed process operation procedures, factory disciplines and regulations, assessment rewards and punishments, etc. are all part of the corporate system culture. Specifically, the corporate leadership system refers to the general term for corporate leadership methods, leadership structures, and leadership systems. The organizational structure of an enterprise refers to the various internal components and their relationships that are planned and established by the enterprise to effectively achieve its corporate goals. It must match the orientation of the corporate culture. Management systems refer to various regulations or regulations that carry mandatory obligations and guarantee certain rights formulated by enterprises in their production management practices, including all rules and regulations such as the enterprise's personnel system, production management system, and democratic management system.

The institutional culture of an enterprise is the guarantee for the implementation of behavioral culture and is also a key process for the construction of corporate culture

2.4 The spiritual culture of the core layer

Mainly refers to the feed It is a spiritual achievement and cultural concept formed over a long period of time under the influence of a certain social and cultural background and ideology in the production and operation process of an enterprise. Including corporate spirit, corporate management philosophy, corporate ethics, corporate values, corporate style, etc., it is the sum of corporate ideology. For example, the sentence "Dabeinong's career is everyone's career" highly condenses Dabeinong's corporate culture.

3 The 4R path of corporate culture implementation

How to implement corporate culture is a concern of every feed company. If the direction is right, it must be done with powerful methods to achieve good results. The following is The 4R Path is one such approach.

The first step, R1, catches the eye

The first step, R1, refers to the recognition of corporate culture. Sort out and condense the core of corporate culture: vision, mission, and core values, and write it into a system (manual) so that all employees can understand and perceive their own corporate culture.

Corporate culture is owned by the company and needs to be recognized by all employees. So how to achieve the same recognition with human eyes? First of all, atmosphere creation must be carried out, such as the design and printing of corporate culture manuals, and the organization and planning of related activities. Secondly, an assessment must be conducted to ensure the eye-catching degree.

The second step, R2. Entering the brain

Entering the brain R2 refers to the recognition of corporate culture. Through training and discussion on the core of corporate culture. Let all employees recognize and feel their corporate culture.

The main steps to enter the brain: First, preaching and training. It is necessary to provide middle and senior leaders with basic knowledge of corporate culture and training on core concepts. At the same time, it is necessary to provide grassroots employees with publicity and training on the core concepts of corporate culture: the second is examination. Organize corporate culture exams with the help of some activities, such as knowledge competitions, poetry recitations, billboards, etc.

The third step, R3, enter into the heart

Introduce into the heart R3 refers to the identification of corporate culture, through discussion and discussion of the core of corporate culture, as well as collection of essays, speech stories, and results reporting and other methods to allow all employees to identify with and feel their corporate culture.

The fourth step, R4, start

Obtaining R4 refers to the practice of corporate culture. Through discussions and public commitments, ideas are turned into actions, allowing all employees to practice and experience their own corporate culture. The main steps and methods are: first, summarize the discussion results and form a code of conduct; second, correct your behavior by comparing it with the code of conduct and norms; third, turn the idea into behavior; fourth, persist for a long time and slowly form a habit.

4 Treat corporate culture correctly

Over the years, many feed companies have been talking about corporate culture, but in the author’s opinion. In fact, most feed companies cannot talk about culture. Culture is something accumulated. Without accumulation, there will be no culture. Just like there are many people who have read books for eight or ten years, but there are always very few real scholars.

Dabeinong is one of the few companies in the feed industry that has achieved great results in cultural construction. This company established an employee stock-holding mechanism at the beginning of its business, and after its listing, it created hundreds of millionaires in one fell swoop. Ten million or even billionaires. Many feed company owners want to learn from Dabeinong’s experience. But they don't understand the key, like those who are imitating others in the East and are learning to walk in Handan. They barely develop when they are not educated, but struggle after becoming educated. Why? Because the values ????in the bones of these entrepreneurs are in conflict with the so-called corporate culture they promote, a serious split has formed.

Someone once joked that the most prominent feature of corporate culture construction in the feed industry is "selling dog meat with sheep's heads". Can the cultural construction of feed companies get rid of the embarrassing situation of "it is important to say it, secondary to doing it, and unnecessary when it is busy"? This requires enterprises to treat corporate culture correctly on the basis of a correct understanding of corporate culture.

First, don’t be superstitious about corporate culture. Corporate culture cannot solve the problem of selling your products. It won't solve your problem of staff turnover. Can’t solve your financial problem? So why do we still need to build corporate culture? It's simple, because corporate culture can solve people's problems. Especially the issue of concept. "If the Tao does not agree, there will be no plan." This is an old Chinese saying. It is also the core of corporate culture construction. Without the same concept, companies can only fall apart and fail to form synergy.

Second, don’t fool your employees. CEOs of feed companies should not think that corporate culture is just for employees to listen to. Don’t think that corporate culture is just for displaying corporate image. Don’t say one thing to your face and do another thing behind your back. Corporate culture is the work style of the top management. "The upper beam is not straight and the lower beam is crooked." Senior management leading by example is the key to the construction of corporate culture, which is related to the authenticity and effectiveness of corporate culture.

Third, creating an execution culture is fundamental. Corporate culture is inseparable from corporate management. Management and culture are in a relationship of unity of opposites. Culture emphasizes atmosphere and psychological contract, while management emphasizes systems and external norms. However, the two must be organically integrated, and there are norms in culture. There is culture in the norms. Only in this way can the construction of corporate culture be implemented. Culture without management methods and strategies will become a castle in the air, and management without cultural guidance will become a money-making tool. Therefore, an execution culture can be formed by converting excellent cultural concepts into various corporate systems, employees' daily behaviors, and corporate processes.

Summary

Culture is a field that can attract, repel or neutralize people, and the magnitude of cultural attraction depends on the connotation of culture and people’s thoughts*** The degree of vibration, business operation requires feed companies to be able to handle this kind of situation with ease.

Although corporate culture is the vaguest and most difficult area of ??corporate work, it is also by far the most challenging and the most valuable part of the company. Therefore, it needs to be more comprehensive. Step forward.

Products are just a carrier, and culture is a sharp sword.

For feed companies, if they understand these principles and understand the truth, the implementation of corporate culture will become relaxed, pleasant and efficient.