How to integrate corporate culture into corporate management

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How to integrate corporate culture into corporate management

In corporate management, we will find that many corporate managers are confused about corporate culture The relationship between the company and the enterprise management is confused and the enterprise develops to a certain stage. Due to the lack of corporate culture, management is weak, employees frequently change jobs, and there is a lack of cohesion. By chance, I came across a series of books by the popular Japanese management god Kazuo Inamori. Many corporate culture and management things have obvious connections here. There are many small and medium-sized enterprises in China, but it is still unclear how many there are. However, there is an issue that deserves attention, that is, many of our companies do not have corporate culture in the strict sense. If you want to understand a large multinational company, the first thing you need to understand is the company's corporate culture rather than its products. Products can be copied, but the culture of different companies must be difficult to copy. Many people say that corporate culture is based on the original and most basic entrepreneurial ideas of entrepreneurs. This is true, but the establishment of corporate culture is definitely not as simple as the boss's original intention of starting a business.

Enterprises have a certain degree of power in terms of scale. Generally speaking, it is difficult to quickly reach a higher level if they do not have high-tech products and the ability to dominate the market. This is often said to be the bottleneck for enterprise transformation and expansion. There are many reasons for this bottleneck, but most operators will put the responsibility and reasons on the market, policies and competitors, but do not look for answers in their own enterprises. With a certain level of strength, what is lacking is not opportunities and markets, but a team with the same corporate ideas. This unique corporate thought is what is included in corporate culture. Many companies have their own corporate culture slogans or rules and regulations. However, in most companies, corporate culture is just a superficial project and has no actual ability to truly help the construction and development of the company.

Corporate culture and management systems can be compared to soft facilities. Corporate facilities and site facilities are hardware facilities. The management system can immediately see the results and requirements of management, but corporate culture cannot. If you read Kazuo Inamori's business philosophy series, you will find that the most powerful thing about Kazuo Inamori is not the products of his group, but the corporate culture he established for the company. His management philosophy and corporate culture have influenced the business thinking of many 500 entrepreneurs in the world. When management training and team building are popular in Chinese enterprises, when business managers place their hopes on training and improving their teams to improve business operations, they will find that the effect is limited. Training is most effective for standardized training on service operation procedures, but least effective for building team cohesion. Why is this? This is because in corporate training without a corporate culture foundation, any advanced management culture has no ground to be implemented in the enterprise. Every company has its own culture, which is undeniable. However, without a clear and high level of corporate culture construction, corporate management becomes a system for managing people rather than a team spirit that is spontaneously combined with the quality of employees. Employees must have no sense of belonging and honor in the company, and job-hopping and unstable mentality are inevitable.

I have been exposed to several companies with distinctive corporate cultures, and the combination of corporate culture indoctrination and management is very powerful. The external performance and internal spirit of their companies, as well as the overall quality of their employees, are much better than other special companies. The team is very stable and there is little resistance to management. During the meeting, some management issues will be discussed directly. Decision makers can easily get to the root of the problem. I have carefully studied some of their corporate management systems and cultural cultivation mechanisms. Regarding the integration of corporate culture creation and management mechanisms, I have the following thoughts:

To start a business, first establish the The benchmark of corporate culture

The creation of many companies is the personal behavior of the boss. When dreaming about starting a business, the first thing that comes to mind is the sales and marketing of the company rather than the construction of corporate culture. The professionalism of entrepreneurs cannot be experienced by ordinary employees. This is because entrepreneurs have different behaviors and purposes. Entrepreneurs do it carefully. It can be said that the initial corporate culture appearance of entrepreneurs is their intentions.

If this entrepreneurial culture cannot be passed on to the initial small team in a timely manner, then one person will work hard while others do things. It is precisely this simple model of initial entrepreneurship that has become a basic situation for most companies to operate for several years or even decades. Without a team with an embedded corporate culture, you will never find another employee who works and starts a business as hard as you do. When you set up a business idea, you must be clear about what kind of team you need to work with you to start a business, rather than a group of people for you to direct the work. Therefore, the first thing to do when starting a business is to first establish the corporate values ????in your corporate culture, and then find and build a team according to the requirements of the corporate culture values. Only in this way will everyone's values ??be unified, and employees will work hard.

2. Principles and requirements for establishing corporate culture

Enterprise products will be updated frequently, but corporate culture will not. Therefore, when establishing corporate culture, the viewpoint must be simple and suitable for the value pursuits of most people in corporate and social ethics. Although entrepreneurship is a matter for the boss, only when your corporate values ????are closest to those of your employees, will the corporate culture you establish be the most suitable for the company. Some companies have established cultural goals that are so profound that most people don’t understand their meaning. Then, it will be difficult for your employees to quickly understand and implement your requirements. Profound goals make the goals established by corporate culture become slogans that look like popular advertisements. The system construction of corporate culture requires a series of value statements to build the core of corporate culture. Large and empty corporate culture coordinates will not only not be conducive to the establishment of your corporate culture, but will bring you more benefits in management. Much trouble. If you are an entrepreneur, you can reflect on whether your corporate culture goals and your corporate development strategy are always contradictory. When your team has a problem, can your corporate culture be used as an idea to solve the contradictions your company faces? If not, then there must be something wrong with your corporate culture standards. The first step in establishing corporate culture is to establish corporate values. The second step is to closely connect corporate culture with daily corporate activities in corporate management, so that the requirements of corporate culture can quickly leave a mark on the hearts of employees. The third step is that after a certain period of popularization and testing, your team will naturally emerge with the corporate spirit and healthy corporate culture you want. If your company has a healthy and uplifting cultural atmosphere, new employees will be quickly influenced and integrated into your team building and corporate management. If a company does not have its own corporate culture foundation, you will find that a new employee with unhealthy habits and styles will quickly affect your team and disrupt the management atmosphere of the entire company. The spread speed and destructive power of bad habits will be far greater than the management system and stable team thinking you have worked hard on.

3. How to cultivate and integrate corporate culture into management

Enterprises without corporate culture goals will generally not have independent corporate values. Strengthening the management model can only produce a lot of inaction and sabotage in response to management. This phenomenon is currently the most common in most enterprises. Many business managers say that it is too difficult to integrate corporate culture. Compared with the management model, it seems to be even more difficult to promote and implement. Therefore, many companies will introduce many advanced management modules as a substitute for insufficient corporate culture. This will be effective, but if people's minds are not cultivated and forced to cultivate, then there will be many loopholes in even the most perfect management, and it will be difficult for you to achieve the effect of theoretical management. There is an old saying that makes sense: people are alive, but systems are dead. Without the establishment of corporate culture, companies will have many problems in selecting and employing people. No matter how good a talent is, his values ??are different from those of the company, it will be difficult for the company to control him, and his contribution of talents will be temporary.

So, how to integrate corporate values ??into management and teams? I think the following three principles should be followed: any training in the company must be based on the values ????in the corporate culture; any management in the company must be implemented based on corporate values; any conflicts and decisions in the company must be resolved based on the corporate culture system Base.

In this way, corporate cultural values ??are reflected everywhere in all corporate actions, and corporate culture will be deeply accepted by every corporate employee. Good corporate values ??will change the quality of employees and gradually improve their own values. The correct construction of corporate culture will make the enterprise an institution that cultivates talents, retains talents, and achieves talents. Even if an employee leaves, the impact of corporate culture on him will continue throughout his life.

In an environment where social morality is declining and basic moral values ??are missing, corporate values ??are even more important. When many business managers in our country are embarking on the construction of corporate culture, the change in social atmosphere will first start with the enterprise and affect the whole country. From this point of view, the efforts of enterprises in building corporate culture have greater significance in promoting social development and make greater contributions to society.

Only with the continuous deepening and strengthening of corporate culture can companies achieve obvious results in the implementation of talent strategies, and only then can the team's cohesion and innovation capabilities be maintained and improved. The main problem of enterprise management is to solve people's problems, and the core is to solve the problems of people's thoughts. Theoretically, the welfare and salary system can solve the problem, but it is impossible to fundamentally solve the problem of team stability and innovation mechanism. . To a certain extent, the salary system has become a tool for many headhunting companies to recruit people. However, the healthy culture of the company is the most important stabilizing factor that affects talents. If you rely on salary, a rising tide lifts all boats, and companies will never be able to cope with competition from competitors. Let me give you an example: some employees will change jobs just because their salary is 100 yuan more. In some multinational companies, if you want to recruit people, salary is only the most basic condition. No one will take the risk and change jobs easily for high salary. The reason why talents are talents is that loyalty to the company and team feelings are the basic qualities that talents must possess. Companies never like talents with a high job-hopping rate. Under the current situation of China's imperfect personal credit system, corporate employers must pay more attention to examining a person's job-hopping rate. This is the first issue that needs to be considered for corporate talents. Only by allowing a person to quickly integrate into the cultural system of the company can the company use the charm of corporate culture to cultivate and retain talents. Only the construction and development of enterprises can achieve stability and sustainability. A healthy corporate culture atmosphere depends on the creation of the company's independent values ????and the overall quality of the team. The ability to resist the market and risk that an enterprise needs, to a large extent, requires an elite team that faces risks together with the enterprise.