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As a big system, team culture includes team image, team quality, team spirit, team values, team goals, team democracy, team ethics, team system, team consciousness, team cultural activities and other subsystems. (1) Team spirit-the soul of team culture Team spirit is the essential element of team culture and the collective consciousness of team employees, which reflects the determination and pursuit of team employees for collective aspirations. Team spirit has a dual nature: either positive or pessimistic; Either have courage and knowledge, dare to think and dare to do it, or be timid and hold back; Either be brave in pioneering and enterprising, or be conservative and backward. Successful teams have their own enterprising spirit and distinctive team spirit. Team spirit is the decisive factor in team culture, which determines the nature of other team cultural elements. For example, it can make team values, team beliefs and team management philosophy progressive, optimistic, positive and pioneering, and it can also make them shrink back, pessimistic, negative and closed. Therefore, it affects the nature of team culture and makes team culture present duality. Another important feature of team spirit is its concise form of expression, concise language, appropriateness and mobilization. Sometimes it can be expressed by a slogan, such as: "be tenacious and enterprising, strive for first-class", "develop services, strive for Excellence", "customer first, people-oriented", "explore civilization, be realistic and innovative" and so on. A team must create its own team spirit from reality, so that employees can do this through hard work. Any false, big and empty slogans and expressions, although raised high and shouted loudly, have no practical significance to employees and teams, which is equivalent to not mentioning them. (2) Team values-the cornerstone of team culture Because culture is a way of life of human beings, only those useful and valuable lifestyles can appear repeatedly in the group, so value occupies a core position in culture. Similarly, team value also plays a central role in team culture. It can be said that all the contents of team culture are produced on the basis of team values, and they are all embodied or embodied in different fields. Therefore, many people who study team culture call team value the cornerstone of team culture. It can be said that team values play a decisive role in the behavior orientation of the team and employees and the rise and fall of the team. (3) Team goal-indicator of team culture Team goal is the beacon of the team. What is a team goal? Simply put, team goal is a kind of team ideology and culture expressed in the form of team management goal. In team practice, team goals are conveyed to all employees as an idea, a symbol and a signal, and the specific business direction of the team is indexed. That is to say, its main purpose is to guide all employees to turn this intangible expected abstract goal into actual results through efforts in the form of team goals (such as realizing ×× tons of steel by 20 10, or the output value of ××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××××× ). Obviously, team goals have several basic characteristics. First, quantify business objectives. How much output value, income, etc. Turn the goal of team production and operation into a series of concrete figures, which are concrete. Second, all the content is centralized. Concrete figures such as ten thousand yuan output value and multi-ton steel output are not only indicators of team economic struggle, but also reflect a series of team cultural connotations such as the team's pursuit of group personality value, team ethics, democratic construction, group consciousness and team image. Third, the strategy points to the result. Concrete and practical figures also make the development strategy of team management pointed out in advance in the form of results, so that people can roughly predict the end of the process at the beginning of the process. Fourth, the conceptualization of development indicators. Through various forms of indoctrination and publicity of effective ideological work, it has become a household name, a household name, deeply rooted in people's hearts, and has become a concept that directly guides and regulates people's behavior. (4) team ethics-the code of conduct of team culture. Team ethics is also a reflection of the team. Team morality can be divided into two parts: one is the morality of the team to the team members, and the other is the morality of the team to the whole society. Team morality is a part of social morality, which is restricted by social morality and has a negative impact on social morality. When a team establishes a morality corresponding to social morality, the team's code of conduct has a standard, thus harmoniously coordinating various relationships within the team. Team ethics is not mandatory, but it has strong public opinion binding force, so team ethics plays an important role in team culture construction. As a special code of conduct, team ethics has its functions, mechanisms and functions from the perspective of team ethics. Its whole system, including team moral consciousness, team moral relationship and team moral behavior, presents a complementary relationship and pattern with a series of laws and regulations. It is a "soul legal system" that cannot be replaced by legal norms, rules and regulations, business regulations and technical regulations. Team ethics evaluates and regulates the behaviors of teams and employees in moral categories such as good and evil, justice and injustice, justice and partiality, honesty and hypocrisy, and adjusts and controls the marginal relationship between teams and employees. Team ethics adjusts five relationships in two ways. There are two ways: one is to influence people's thoughts through public opinion and education; The other is determined in the form of traditions, habits and rules and regulations in the team. These five relationships are: (1) the relationship between team and customers, for example, team sales must be based on credit; (2) The relationship between the team and the producer, such as sincere cooperation and mutual benefit; (3) The relationship between team organizations, such as team competition, must be friendly and fair, and despicable means cannot be adopted; (4) The relationship between team organization and employees, such as the team organization must constantly improve working conditions, improve employees' wages and benefits, and employees must be loyal to their duties; (5) The relationship between employees, such as Qi Xin's cooperation among employees, openness, brothers and sisters among colleagues, taking care of each other and avoiding "hitting people when they are down" and so on. These ethics are actually "soul legislation" in people's minds, which is used to regulate the behavior of employees and teams, fight side by side and work together for the prosperity of the team. Team system culture is a cultural phenomenon that the team has produced and developed in the long-term production, operation and management practice. It is not only the rules and regulations that the team requires its members to abide by in order to achieve its profit goal, but also the rules and regulations, organizational forms, codes of conduct and codes of conduct that deal with the production relations between them. This is a mandatory obligation in practice. As an independent team culture system, the team system generally includes three aspects: (1) the relationship between employees in the process of material production, circulation and management-production relationship; (2) Various rules and regulations and organizational forms based on production relations; (3) interpersonal relationships based on production relations, as well as various codes of conduct and norms. Whether the team system is complete or not, the degree of modernization of the team system, especially the awareness and ability of the team culture to implement the principle of "people-oriented", has a great relationship with the success or failure of a team's production and operation. Facts speak for themselves. For example, a cement factory adheres to the scientific people-oriented principle, summarizes decades of team management experience, puts forward and popularizes the "standardized work method", which leads to unified behavior with unified and scientific norms, divides the 8-hour working time into 32 time units, and stipulates what employees should do in each unit, how to do it, in what order, to what extent and to what standards, thus making the work stylized, balanced and standardized. At the same time, give each worker a fixed post, responsibility and salary, introduce a competitive mechanism in production and management positions, completely break the eight-level wage system, and everyone will compete fairly under the same conditions. In this way, employees with negative randomness have a sense of crisis; Employees with strong subjective initiative have enhanced their sense of urgency; The employees in the middle state have also greatly improved their enthusiasm, so that the whole team can manage with excellent micro-continuity, ensure the realization of the team's goals and obtain the best economic benefits. This fact, as well as many other examples that pay attention to the construction of team system culture, tell us that the reform, innovation and adjustment of team system, norms and standards based on "taking charge" are not mainly about "managing people", but paying attention to "emotional investment" everywhere, which is of great significance and role to the production, operation and management of the team and the development of the whole team. (VI) Team Democracy-Emotional factors of team culture Team democracy is the democratic consciousness and sense of ownership of team employees in team activities, and it is also a system of team management. Many companies in America attach great importance to team democracy. They regard employees as colleagues, respect them and give them dignity, which greatly enhances the sense of ownership of team employees. The enthusiasm of Panasonic employees must be stopped by the boss, because he regards employees more important than himself. The general manager of RMI company in the United States spends most of his time greeting employees, joking and listening to them. He also nicknamed more than 2,000 employees. It is precisely because he respects employees and attaches importance to democracy that he saved almost 80% of the losses without investing a penny in three years. The content of team democracy has three levels: the first is the democratic consciousness of the team. In other words, it is fundamentally established that team employees are the masters of the team, so that they can actively participate in team management as masters. This is the decisive factor that determines the team's life and death. Many companies in the United States require employees to understand the company and share information. The second is democratic rights and obligations. When employees have democratic consciousness, they must also stipulate corresponding democratic rights and obligations, which not only embodies democratic consciousness, but also promotes the strengthening of democratic consciousness in turn. The employment concept of Hewlett-Packard Company in the United States is called "the way of Hewlett-Packard", which makes every employee have the right to enjoy the honor of the company and admits that "the achievements of the company are the crystallization of everyone's efforts. The third is the democratic habits and traditions of the team. This is the concrete embodiment of team democracy system in the behavior of teams and employees, and forms a convention. Democratic election, democratic appraisal, democratic dialogue and other conscious behaviors that can be realized without overcoming difficulties have become a common practice, which is a manifestation of the development of team democracy to a high level and a high realm. For example, the "communication day" system implemented by the South Building for a long time has become a democratic habit and tradition. The formation of team democracy needs a long-term cultivation process, which requires not only external social and economic conditions, but also the joint efforts of decision-makers and managers at all levels within the team. The key lies in the understanding and concept of decision-makers, because the formation of democratic consciousness, employees' participation consciousness, democratic rights and obligations, democratic consciousness and habits requires a prerequisite, that is, the team decision-makers themselves must have democratic consciousness, and at the same time, they can use correct methods to cultivate employees' democratic consciousness and ownership spirit. (VII) Team cultural activities-the functional culture of the team Team cultural activities, generally speaking, as the functional culture of the team, have the following three characteristics. The first is functionality. No matter what form of cultural activities, generally speaking, they are carried out to play their specific functions, not because they are inevitably and internally related to their special team production (of course, technical activities are somewhat different), as mentioned above. It should also be pointed out that the general team culture has the leading function of developing material civilization, the main function of spiritual civilization construction, the motive function of intellectual development and the cohesive function of * *. Second, development. This includes three specific contents: first, develop life, expand people's living space, enrich the life content of the rich, increase people's life fun, and beautify people's life, psychology and cultural environment. The second is to develop people's quality, including people's physique, intelligence, brain power, moral sentiment, value pursuit and quality cultivation. The third is the development of production, technology, technology and products. Third, sociality. Various functional cultural activities within the team are originally * * *, which are "common projects" that all teams, institutions, schools and groups can engage in (except professional and technical training). On the other hand, through these functional cultural activities, such as song and dance parties, dances, various ball games, reports and so on. They can strengthen contact with all walks of life, exchange information with each other, and improve the social prestige of the team; At the same time, in the increasing contact with all walks of life, we can also understand the opinions and requirements of users and consumers on our team's products and services, improve the quality of products (services) and promote the development of our team's production and operation. As a team functional culture, team cultural activities can be generally divided into four types: entertainment, welfare, technology and ideological. 1. Entertainment Activities This is the entertainment activities such as literature, art and sports (including some activities carried out in the name of the team) carried out and organized within the team, such as holding and organizing staff houses, workers' clubs, film screenings, video screenings, electronic entertainment, reading, essay writing competitions, photo competitions, calligraphy competitions, weekend dances, literary performances, Spring and Autumn Games, various ball games, shooting and shooting. Frequent exchanges, competitions, counseling, exhibitions and other activities not only meet the needs of employees at different levels for cultural life, but also form a civilized, healthy and scientific lifestyle and a positive cultural atmosphere that meets the requirements of social progress in modern production. This cultural atmosphere nourishes the team's unique fine traditions and spiritual outlook. 2. Welfare activities This is mainly a variety of activities that the team cares about from the welfare aspect. Through these activities, the team has created a strong human touch among employees, inside and outside the team, and created a "human love field" conducive to the development of the team, allowing employees to deepen their feelings for the team and deepen their attachment to this welfare environment and cultural atmosphere. In addition to the routine production management of teams and groups, activities such as technical innovation, management consultation, labor competition, education and training initiated by teams and groups or spontaneously organized by employees are centered on the production, management, technology and intellectual development of teams and groups. This kind of cultural activity can stimulate employees' creativity and sense of accomplishment, and let employees see their own values and responsibilities; At the same time, it is also a basic way for the team to cultivate and develop the quality of employees outside the production process, and the successful results and achievements of these activities can satisfy people every time, thus promoting the formation and development of a healthy and enterprising cultural environment for the team for a long time. 4. Ideological activities include the following types: First, some political and cultural activities, such as situation education, legal education, ideal education, moral education, political learning and other related ideological and political work. Secondly, there are some new book reports, life dialogues, salons and so on. (VIII) Team image-intangible assets of team culture Team image refers to the comprehensive reflection and external performance of team culture. It is mainly reflected by the behavior of team management and the image of its products outside the team, that is, by the image of employees, products and the environment. Team image is also an important element of team culture, which has the functions of cohesion and encouragement within the team and attraction and radiation outside the team. (9) Team quality-the "soft" hardware of team culture In recent years, academic circles and team members have been talking about team quality almost every day and all the time, and some of them have appeared in the form of words, but they have not yet seen a systematic, comprehensive and complete description. However, there are many views and opinions. This paper briefly expounds the quality of people in team quality. The quality of the team can be divided into two series: people's quality and material quality. We believe that people mainly have physical quality, intellectual quality and spiritual quality, among which spiritual quality is the dominant quality of people; Intellectual quality is the main quality of people; Physical quality is the material support quality of people, and the unity of the three constitutes a living person. (10) Team consciousness-The concentration of team culture embodies team consciousness, which is very important for the team. People all know that socialized mass production is superior to small production and natural economy. Why is it superior? The core thing is the "collective power" and combined power produced by division of labor and specialization. This is explained by system theory 1+ 1. 2 (not equal to 2), and the emergence of "collective force" and "system effect" is closely related to team consciousness. It can be said that without team consciousness, there is no coordinated action among group members, and there is no "collective strength" as the sum of their various abilities. That is to say, in order to develop team culture, we must enhance people's team consciousness, thus changing people's original mindset of thinking only from a personal point of view, and establishing the thinking and behavior mode of the value system, thus generating a strong centripetal force for the team subconsciously and enhancing people's overall consciousness and collective concept. Team members with a strong sense of team will deeply understand the social responsibilities and team goals undertaken by the team, and consciously adjust their personal behaviors so that their thoughts, feelings and behaviors are related to the team as a whole. In this way, the work of the team can be organically connected and the whole team can operate rhythmically. It can be seen that the function and function of team consciousness is first manifested as a collective strength of the whole team, that is,1+1"; 2, or "system effect". Secondly, it shows the centripetal force and cohesion of all members of the team, "thinking in one place and making efforts in one place", and truly regards itself as a part of the team. Third, a sense of belonging. I am proud to be a member of the team and regard it as the support and destination of my whole life and value. Fourth, a sense of security. When every employee deeply realizes that this team is the place where I get basic living security and settle down, this sense of team becomes a sense of security.