Corporate culture management

Building of enterprise culture is a long-term process, regardless of the need to deny its existence, or not suitable for blind pursuit of their own cultural construction of enterprise development, are counterproductive. Building of enterprise culture is not just external slogans, banners or number of management tools and models. Few words and blindly pursue the "one-sided truth", instead of combining the company's actual situation, and ultimately to the company can only be brought about by the disaster.

Corporate culture, this seemingly vague things, how can we better building?

Enterprise culture is an essential part of enterprise management, but also the needs of business leadership and meticulous care staff. First of all, the enterprise must give themselves to have a precise positioning: at what stages of the enterprise? Enterprises the main problems which? Their counterparts in the advantages and disadvantages? In the next period of time, how can we maintain our own advantages in order to maintain their survival or development? Corporate vision and goal?

Generally, these needs were met by high-level discussions, the company represents the high-level thinking of the company's mainstream culture, the whole corporate culture of the base pad, thinking after all these problems, enterprises must accordingly extracted from one or a few (less than 5) Strategic ideological or corporate values, such as the initial stage at the start-up enterprises, cost control, brand awareness can be used as guidelines; to be followed by the convening of middle and primary managers Publicizing meetings.

Middle and grass-roots enterprises, managers are focused on the management of corporate culture, and only allow them to more deeply understand and comprehend the idea of business in order to allow in the day-to-day management will be the departmental culture and corporate culture in line. Followed by the formulation or revision of the related systems and processes to serve as the basis for changes to allow all employees to know what companies to promote the need for what kind of behavior and methods.

For example, IT industry, the company stressed the importance of free, flexible and innovative, which will require a number of rigid regulations, such as attendance weakening provisions to simplify the level of concepts, to encourage new staff and new ideas, creativity and so on. Conditions permit may be appropriate to introduce the current development for enterprise management tools and models to curing and optimize the entire system, such as ERP systems, BSC and other management tools, if necessary, can be added so that the location of some eye-catching banners, signs, etc. to exert an imperceptible influence on the formation of an external in the environment, but the slogan should be clear and concise as possible and have some guidance.

If a business is doing publicity corporate culture, the simplistic view that corporate culture is putting up posters and shouting slogans, the entire company's plant covered with advertising companies exquisitely made placard, mighty, very spectacular. And workers do not have to be clear from the concept of guidance and the guidance of behavior, the company still has not changed.

Management in the corporate culture it is important to know that there is a particularity of culture, because people have a certain degree of nationalism, regional and complex nature, they form a corporate culture can not be sexual reproduction. Benchmarking with industry enterprises can become a learning object, but its inherent value system that is not entirely with the essence of culture can be simulated, and you can learn from their management methods, management mode or in the employment of their senior management staff in service-oriented enterprises, but by no means possible to replicate a similar business, as China may only have a TCL, a Haier or a Huawei.

Haier companies every year to visit companies to learn more than 1000, but Haier's experience is still unique; when Li Dongsheng on "Eagle's rebirth," when, TCL's corporate culture began to experience a new round of innovation and transformation; Huawei's "wolf culture ", to emphasize a sense of crisis may not be able to wake up other businesses," wolf "of ... ... the brand the success of the enterprise there are many objective and subjective factors, such as TCL's success is a certain background: The enterprise founder Li Dongsheng excellent leadership and strong national responsibility, Cantonese has a sense of market competition and performance-oriented culture is supported by the electronics industry in which the rapid market changes and growth, but also to the success of TCL provides an opportunity.

Therefore, in the management of the corporate culture when we must effectively identify the enterprise's unique temperament, make full use of all resources, the formation of core values, corporate executives must be an example of the power to bring the whole management to maintain a consistent pace, pay attention to the unique culture management style and ways of thinking. Regular work of the staff to correct behavior and manner.

Many people are very familiar with the Haier "hit Fridge" event, Imagine, when employees were in tears watching President Zhang personally take the lead in 76 defective refrigerators after smashing their hearts by the shock can well be imagined, people "defective product is not up to standard products," With deep understanding and memory of "brand" and "rice bowls" have a better relationship between the personal experience of this.

Leading example of the power in each period have a great persuasiveness and appeal, corporate culture is not the culture of the individual business owners, it should also all staff must become common knowledge, therefore, in the management of enterprise culture in the process of system to build and strict monitoring and management must "grasp with both hands." Only in this way can we truly become a corporate culture of an enterprise of intangible assets, and ultimately the key to deciding the success or failure of the key.